Influence of identity leadership on employee work-role performance and OCB in the public sector: moderated mediation model

Abstract

Purpose The role of identity leadership in enhancing employee performance within public service organisations is gaining increasing attention. However, the mechanisms through which identity leadership influences employee performance, especially in the context of Ghana’s Civil Service, remain underexplored. This study aims to investigate the moderated mediation roles of workplace identity strength and relational transparency in the linkage between identity leadership and employee performance (work-role performance and organisational citizenship behaviour [OCB]). Design/methodology/approach This study uses a cross-sectional design and selects 314 respondents from Ghana’s Civil Service using a multi-stage sampling approach. The hierarchical regression was used to test the proposed moderated mediation model. Findings The findings indicate that identity leadership positively influences employee performance (work-role performance and OCB). Workplace identity strength mediates the effect of identity leadership on employee performance. In addition, relational transparency moderates these mediated relationships, enhancing the positive impact of workplace identity strength on employee performance. Originality/value This paper extends the literature on identity leadership by demonstrating the complex interactions between identity leadership, workplace identity strength, relational transparency and employee performance in the public sector. It is among the maiden studies to explore the moderated mediation dynamics in Ghana’s Civil Service, providing insights into how identity leadership can enhance employee performance.