Transformational Leadership effect on Organizational Performance with Mediation role of Employee Commitment in case of Public Sector in Oromia, Ethiopia

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Kebede Asefa
Kenenisa Lemi Debela
Shashi Kant


Top management and academics have placed public sector employee’s commitment at the centre of their thinking because they believe it may be a major factor in an organization's success. Recent duties by many academics have revealed a positive relationship between a transformational leadership strategy and public sector performance. Therefore, the purpose of this study was to explore how Employee Commitment played a mediating role in the relationship between transformational leadership and public sector employee’s commitment. Purposive sampling was used to collect the data. Quantitative research approach and explanatory research design was used by the researchers. To check the internal reliability of study variables KMO test of reliability and data adequacy was used.  Structural equation modeling (SEM) and confirmatory factor analysis (CFA) are used to analyze data from a sample of 338 elevated public sector employees working in the elevated public sectors in Ethiopia in order to test the framed hypothesis. After that, the mediation analysis was validated using the bootstrapping investigation. There is no doubt that the employee commitment of the leader partially mediates the effect of transformational leadership on organization performance in public sector. In an illustrative way, the current experiential research has added to our understanding of the unique mediation effects of employee commitment drive on the relationships between transformational leadership and organization performance in public sector in Ethiopia.

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Author Biographies

Kebede Asefa, Bule Hora University

PhD scholar, Department of Management

Kenenisa Lemi Debela, Jimma University

Associate Professor in Management

Shashi Kant, Bule Hora University

Assistant Professor, Department of Management