Multilevel study of transformational leadership and work behavior: job autonomy matters in public service

Wan Noor Azreen Wan Mohamad Nordin, Nurul Liyana Mohd Kamil and Chandran Govindaraju Vgr

Management Research Review, 2024, vol. 47, issue 10, 1684-1701

Abstract: Purpose - This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with job autonomy serving as a mediator. This study hypothesized that transformational leadership could promote employees’ autonomy in performing their tasks, leading to the development of innovative work behaviors and organizational citizenship behaviors. Design/methodology/approach - Using a multilevel approach, data was collected from 409 public service employees across 39 departments. Findings - The findings indicate the significant impact of transformational leadership on shaping employees’ innovative work and organizational citizenship behavior. Notably, job autonomy emerges as a pivotal mediator, facilitating the positive effects of transformational leadership by empowering employees to explore innovative tasks beyond their prescribed roles, thereby enhancing team effectiveness and employee engagement. Originality/value - This study’s originality lies in its innovative use of multilevel analysis to reveal job autonomy’s mediating role, offering fresh insights into promoting innovation and organizational in public service settings.

Keywords: Transformational leadership; Innovative work behavior; Organizational citizenship behavior; Job autonomy; Multilevel study; Public service; Organizational behavior (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:mrr-08-2023-0596

DOI: 10.1108/MRR-08-2023-0596

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