Abstract
This study investigates the moderating effect of Afro-centric transformational leadership on the relationship between organisational culture and employees' psychological capital within a public service institution in South Africa. Afro-centric transformational leadership, rooted in African cultural values such as Ubuntu, emphasises communalism, inclusivity, and ethical leadership, making it a relevant approach for understanding organisational dynamics in African contexts.
The study employed a quantitative research design to examine whether psychological capital (hope, optimism, resilience, and self-efficacy), organisational culture, and Afro-centric transformational leadership could be conceptualised as measurable constructs. It further explored the direct relationship between organisational culture and psychological capital and the moderating role of Afro-centric leadership in this relationship. Primary data was collected from a public service institutuion within Gauteng Province in South Africa employing surveys. The research employed probability sampling to obtain a more representative sample, with 409 responses initially collected. However, after data cleaning, 52 responses were identified as incomplete. Consequently, the final dataset used for analysis consisted of 333 complete and valid responses and analysed through statistical methods, such as Exploratory Factor (FA) and Pearson Product Correlation coefficients.
The emergent constructs were consolidated into three single composite variables/ constructs to further investigate potential moderating effects. Constructs emerging from Organisational Culture, namely Collaborative Culture and Talent Development, were consolidated into Collaborative Culture. Constructs from Afro-centric Transformational Leadership, including Afro-centric Driven Change and Impact of Change, were consolidated into Afro-centric Driven Change. Finally, constructs from Psychological Capital, including Self-efficacy, Hope, and Optimism, were consolidated into Self-efficacy. This refined framework was used to test for moderation effects, yielding meaningful insights into the interplay of these constructs and providing a nuanced understanding of their dynamic interrelationships within organisational environments.
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This study contributes to the body of knowledge by integrating Afro-centric principles into transformational leadership theory, addressing a critical gap in culturally relevant leadership models within the African context. Introducing new constructs and refining existing frameworks provides actionable insights for policymakers, practitioners, and organisations aiming to enhance employee engagement and organisational effectiveness through culturally grounded Afro-centric Transformational Leadership practices.
The findings inform recommendations for leadership development initiatives, policy alignment, and future research, including longitudinal and sector-wide studies to further validate and expand the applicability of the results.