Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance

Abstract

The direct and indirect impact of transformational leadership on individual performance has often been studied. Yet scholars have failed to fully explore the degree to which two motivators (i.e., public service motivation [PSM] and mission valence) interact with this leadership practice to influence employee performance. To close this lacuna in the literature, a nationwide survey was administered to federal, state, and local government employees in the United States. The findings revealed that transformational leadership and PSM had a direct, positive effect on employee evaluations. They also revealed that mission valence strengthened the positive relationship between transformational leadership and performance. However, PSM did not have the same influence on the association between transformational leadership and performance. The implications these findings have for theory and practice are discussed in the article.