The Impact of Transformational Leadership on Job Performance: The Mediating Role of Mental health «Applied to the Civil Service and Government Development Bureau in the State of Qatar»
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Transformational Leadership, Job Performance, Psychological Well-being, State of Qatar, Mental health
Abstract
This study aims to measure the impact of transformational leadership on job performance at the Civil Service and Government Development Bureau in the State of Qatar, while testing the mediating role of psychological health. The study adopted a quantitative approach, using a survey directed at a sample of 300 employees from the Bureau, based on the Krejcie and Morgan formula, with 197 responses received, of which 195 were valid for analysis. The hypotheses were tested using linear regression methods and Structural Equation Modeling (SEM). The results showed that a high level of transformational leadership contributes to improving psychological health (β = -0.368, p = 0.000; R² = 0.0653) and also leads to an increase in performance levels (β = 0.069, p = 0.030; R² = 0.0243). Conversely, it was found that increased feelings of hopelessness are associated with lower performance levels (β = -0.218, p = 0.002; R² = 0.048). In the integrated model, the direct effect of transformational leadership on job performance disappeared (β = 0.049, p = 0.134), while the effect of hopelessness remained statistically significant (β = -0.053, p = 0.019), confirming full mediation of psychological health in the relationship between transformational leadership and job performance. This means that transformational leadership contributes to enhancing job performance not through a direct effect, but through mediating pathways, primarily improving psychological health. The study recommends consolidating transformational leadership practices that enhance job commitment and developing institutional programs for Mental health as an effective operational entry point to raise performance quality.
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