Authentic leadership and performance of public servants in Tanzania context: the mediation role of motivation

Abstract

PurposeThis study examined the relationship between authentic leadership and employee performance among public servants in Kigoma/Ujiji municipality in Tanzania. Further, we investigated the mediating role of motivation on the relationship between authentic leadership and employee performance.Design/methodology/approachA cross-sectional research design was applied along with a quantitative research approach. The study sampled 260 public servants selected by random sampling from a total of 800 employees. Data were analyzed using Mplus software using the maximum likelihood estimator to test for hypotheses.FindingsThe findings show a positive significant relationship between authentic leadership and employee performance, a positive significant relationship between authentic leadership and motivation and a positive significant relationship between motivation and employee performance. Furthermore, motivation was found to be a significant mediator in the relationship between authentic leadership and employee performance among public servants in Tanzania.Practical implicationsThis study contributes to the corpus of research on authentic leadership, motivation and employee performance, especially in the context of public service. Additionally, it provides advice on how to use authentic leadership and motivation to enhance public servants performance. Managers should strive to create a motivational work climate characterized by trust, empowerment and recognition. By fostering a sense of ownership and investment in their work, managers can enhance employee motivation and engagement, leading to improved performance outcomes.Originality/valueOur study is one of a kind to emphasize the crucial roles that authentic leadership and motivation play in promoting commitment, dedication and positive social interactions at work. Our study also advances the understanding of public service motivation (PSM) theory.