Transformational leadership and employee performance in UAE public sector: the role of digital transformation and agility

Purpose This paper aims to investigate the relationship between transformational leadership and employee performance in the public sector of the United Arab Emirates (UAE), with a particular focus on the mediating roles of digital transformation and organizational agility. Design/methodology/approach A conceptual model was developed and tested using a quantitative research design. Data were collected via a structured questionnaire from 233 employees in UAE public sector organizations. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). Findings The findings indicate that transformational leadership has a significant positive effect on employee performance. Additionally, both digital transformation and organizational agility significantly mediate this relationship. Among the two, organizational agility showed the stronger mediating effect. Research limitations/implications This study is limited to public organizations in the UAE and relies self-reported data. Future research should consider longitudinal designs and include private sector. Practical implications The study offers valuable insights for public sector managers aiming to improve employee performance. Appointing transformational leaders and fostering digital and agile environments are key to enhancing performance. Originality/value This study introduces a unique framework combining transformational leadership, digital transformation and organizational agility to explain employee performance.