Dynamics of autonomy support leadership on Gen‐Y employees in the Nigerian Public Service

Abstract

Public service motivation is empirically proven to satisfy the psychological needs of public service employees (PSEs). However, with the new generation of PSEs, ever‐changing demands and innovations are constantly altering the drivers of career satisfaction and well‐being. Hence, drawing on the basic psychological needs theory (BPNT), this study proposes an empirical model that investigates the determinants of the Gen‐Y of PSEs' well‐being and career satisfaction. Analysis of data from 217 Gen‐Y public service workers suggests that autonomous‐supportive leadership influences the employees' well‐being and career satisfaction through the fulfillment of certain basic psychological needs. These findings not only theoretically elucidate the intricacies of the relationship between autonomy‐supportive leadership, well‐being, and career satisfaction of Nigerian Gen‐Y PSEs; it also highlights the need for leadership style changes in the Nigerian public service. As unfortunately, the negative impact of the characteristic authoritarian leadership (which is relics of colonial and military governments) will be amplified among the new generation of employees.