The Leadership Styles and The Employees' Performance: An Investigation of Public Sector Organization by Considering Employee's Motivation, Behavior & Role of Training

Abstract

The main objective of this research is to evaluate the effect of leadership styles and employee motivation in determining the success of public sector organizations. To address this, a wide range of literature was reviewed, considering the established research gap. Based on this gap, it was found that government organizations are currently in constant decline due to the lack of connection between leadership, organizations, and employees in the public sector. It is important to examine specific management leadership styles to boost workplace engagement and their effect on organizational efficiency. The research initiative eventually provides a roadmap for potential studies and elected leaders to assess the current status and identify areas for change in government organizations. The key purpose of this research is to enable employers within organizations to improve the quality of leadership and engage in management by enhancing intangible qualities. Instead of hiring ministry officials unfamiliar with organizational context and employee behavior—whose autocratic or bureaucratic leadership often misaligns with organizational needs—this research highlights how such mismatches can weaken employee-employer relationships, leading to a decline in government sector efficiency. Based on this discussion, the research aims to examine the impact of transactional leadership and styles in government sector organizations. A phenomenological descriptive study will be utilized to understand employee views of management trends affecting their performance. The transformational leadership theory by Bass will guide this study to examine how the management style of a boss influences employee performance, comparing two leadership styles: transformational and transactional.