The influence of transformational leadership on job satisfaction and employee performance: a moderated mediation analysis of intrinsic motivation and perceived calling in Sierra Leone

Abstract

Introduction This study examines the influence of transformational leadership (TRL) on job satisfaction (JS) and employee performance (EP) in public sector organizations in Sierra Leone, with a focus on the mediating and moderating roles of intrinsic motivation (IM) and perceived calling, respectively. The current study contributes theoretically by integrating motivational and leadership theories in public administration contexts. Practically, this research offers actionable insights for public sector leaders and HR practitioners, advocating leadership development programs promoting TRL behaviors and strategies to align employees’ personal values with organizational missions. Methods The current research draws on self-determination theory and the concept of calling to develop and test a moderated mediation model using survey data collected from 984 employees across six public institutions. Structural equation modeling was utilized to analyze the relationships among the variables. Results Results confirm that TRL positively influences JS and EP, with IM serving as a significant mediator in both relationships. In addition, findings reveal that the indirect effects of TRL on JS and EP via IM are stronger when employees report higher levels of calling, indicating a moderated mediation effect. These findings suggest that TRL fosters IM and also creates a supportive work environment that enhances satisfaction and performance, particularly among employees who perceive their work as a calling. Conclusion By focusing on intrinsic drivers, public organizations can enhance employee outcomes without relying solely on extrinsic incentives, thereby offering a sustainable path to performance improvement in resource-constrained settings.