LEADING AUTHENTICALLY, PERFORMING BETTER: UNPACKING THE TALENT MANAGEMENT MECHANISM AND THE ROLE OF ORGANIZATIONAL CULTURE IN THE PUBLIC SECTOR

Abstract

Public sector institutions always require effective leadership and human resource expertise to enhance organizational outcomes. While Authentic Leadership (AL) has been linked to positive organizational outcomes, the mechanisms and contextual factors that explain how leadership is related to performance in the public sector have received less attention. The study examines the mediating role of Talent Management (TM) between AL and Organizational Performance (OP). Furthermore, the study considers the moderating role of the Organizational Culture (OC) for the relationship between AL and OP. The research design used was quantitative, explanatory and cross sectional. Data were collected from 159 administrative officials working in 39 government departments of government of Balochistan, Pakistan through a structured questionnaire. The proposed model was tested with Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS.4. The analysis examined the direct relationships, mediation effects, moderation effects and moderated mediation relationships between AL, TM, OC and OP. The results indicated that there was a positive relationship between AL, TM and OP. Authentic Leadership influences OP through the adoption of effective TM practices. Talent Management plays a significant mediating role in the relationship between authentic leadership and organizational performance. In addition, the impact of AL on TM is strengthened by the OC, i.e. AL practices are more effective in a supportive cultural environment. The findings of the moderated mediation also show that the indirect effect of AL on OP via TM is higher when the OC provides a supportive environment. This study adds to the leadership and public sector management literature by bringing together AL, TM, and OC in a single moderated mediation model. The findings imply that improving public sector performance requires effective leadership, development of human resource capabilities and supportive organizational environments. The study has practical implications for government institutions and higher officials interested in improving leadership qualities, TM systems, and organizational effectiveness.