Enigma in Transformational Leadership-Been There Done That Syndrome vs. Black Box in Transformational Leadership: A Case from Pakistan's Public Sector

Abstract

In present study, we seek to develop a conceptual model to check the direct effect of transformational leadership along with its rarely addressed indirect impact on affective organizational commitment through psychological empowerment particularly in public sector. The mediation model under transformational leadership theory is tested using PLS modelling. The results of the study are based on a sample size of 117 respondents from a public sector organization i.e., NADRA (National Database and Registration Authority) located nationwide in Pakistan. However, the scope of the present study encompasses the five major regions of Punjab province. The results positively supported the effect of transformational leadership on affective organizational commitment. Moreover, psychological empowerment mediated the relationship between transformational leadership and affective organizational commitment. Implications extend the literature in terms of applicability of transformational leadership theory in public sector organizations.