International Journal of

ADVANCED AND APPLIED SCIENCES

EISSN: 2313-3724, Print ISSN: 2313-626X

Frequency: 12
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 Volume 12, Issue 3 (March 2025), Pages: 162-170

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 Original Research Paper

Leadership roles, organizational support, and public service motivation among public sector employees: A mediation model

 Author(s): 

 Joel P. Limson *

 Affiliation(s):

 Graduate School Department, Negros Oriental State University, Dumaguete City, Negros Oriental, Philippines

 Full text

  Full Text - PDF

 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0009-0002-2979-7685

 Digital Object Identifier (DOI)

 https://doi.org/10.21833/ijaas.2025.03.016

 Abstract

As public governance grows more complex, public organizations are increasingly focused on enhancing employee behaviors that improve service quality, with public service motivation being a key area of interest. While leadership is known to influence public service motivation, limited constructs and the exclusion of organizational support as a predictor indicate a need for further research. This study explores the relationship between public leadership roles, perceived organizational support, and public service motivation among 150 public sector employees in a Philippine province. Using a cross-sectional design, data were collected through an online survey with adapted questionnaires. Results show high public leadership ratings for supervisors, moderate perceived organizational support, and high public service motivation. Attraction to policymaking emerged as a major factor in public service motivation. Accountability leadership was the strongest predictor of perceived organizational support, while network governance leadership best predicted public service motivation. Although perceived organizational support positively correlated with leadership and public service motivation, it did not act as a mediator, suggesting the non-applicability of the reciprocity concept from a social exchange perspective. Additional factors such as social group identification and the opportunity to serve point toward a new perspective on public service motivation, emphasizing social belongingness and purpose.

 © 2025 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords

 Public service motivation, Public leadership, Organizational support, Social exchange theory, Policymaking attraction

 Article history

 Received 28 October 2024, Received in revised form 22 February 2025, Accepted 13 March 2025

 Acknowledgment

The author expresses gratitude to the participants of this study, as well as to the reviewers for their expert and valuable comments that helped improve this paper.

 Compliance with ethical standards

 Ethical considerations

An Informed Consent Form, which indicated the purpose and objectives of the study, the methods of how the study will be conducted, the benefits and implications of the result of the study, their rights to withdraw from participating, and the procedure for filling up the instrument, was distributed and were signed by respondents. The researcher has treated the confidentiality of information and anonymity of respondents' names with the utmost consideration throughout the data collection and analysis process.

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

 Citation:

 Limson JP (2025). Leadership roles, organizational support, and public service motivation among public sector employees: A mediation model. International Journal of Advanced and Applied Sciences, 12(3): 162-170

 Permanent Link to this page

 Figures

 Fig. 1 

 Tables

 Table 1 Table 2 Table 3 Table 4 Table 5 

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