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

Author

Listed:
  • Wan Noor Azreen Wan Mohamad Nordin
  • Nurul Liyana Mohd Kamil
  • VGR Chandran Govindaraju

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.

Suggested Citation

  • Wan Noor Azreen Wan Mohamad Nordin & Nurul Liyana Mohd Kamil & VGR Chandran Govindaraju, 2024. "Multilevel study of transformational leadership and work behavior: job autonomy matters in public service," Management Research Review, Emerald Group Publishing Limited, vol. 47(10), pages 1684-1701, June.
    • Handle: RePEc:eme:mrrpps:mrr-08-2023-0596
    DOI: 10.1108/MRR-08-2023-0596
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