Relationship between transformational leadership and job performance in the municipal sector
DOI:
https://doi.org/10.5281/zenodo.23867948Keywords:
transformational leadership, job performance, public administrationAbstract
Transformational leadership is recognized as a fundamental element for understanding job performance in public organizations, as its influence can be reflected in employees' motivation, commitment, and productivity. Therefore, this study aimed to determine the relationship between transformational leadership and job performance in a provincial municipality in Huancavelica, Peru. To achieve this objective, a quantitative, non-experimental, cross-sectional, and correlational study was conducted, involving a census sample of 390 employees. Data collection was carried out using a 21-item questionnaire with a five-point Likert scale; subsequently, the associations were analyzed using Spearman’s Rho coefficient. Regarding the results, 71.8% of the employees reported an advanced level of transformational leadership, while 53.3% demonstrated a high level of job performance. Furthermore, a strong positive correlation was found between the two variables (Rho = 0.898; p < 0.001). Additionally, the dimensions of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration were positively associated with job performance, with coefficients of 0.874, 0.902, 0.877, and 0.903, respectively (all with p < 0.001). Finally, it was concluded that a higher assessment of transformational leadership was associated with higher perceived job performance within the municipality studied. However, given the cross-sectional and correlational design, it was not possible to establish causal relationships; consequently, longitudinal studies and objective measurements are recommended to define the scope of this relationship with greater rigor.
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