How can crisis leadership encourage civil servant performance? the mediating role of knowledge sharing, trust and public service motivation

Abstract

Knowledge sharing, trust and public service motivation (PSM) are crucial for facilitating the relationship between leadership and civil servant performance. This paper examines how leadership impacts the performance of civil servants in the public sector during crisis events. The authors have developed a theoretical model and empirically tested it using survey data from 306 civil servants in the public sector related to epidemic response in China. Additionally, a structural equation model (SEM) was employed to examine the pathways through which leadership influences performance. This study reveals that crisis leadership does not directly influence civil servant performance. However, knowledge sharing and PSM play a positive mediating role between crisis leadership and civil servant performance. The findings suggest that leaders can promote knowledge sharing and boost employees’ PSM through various management strategies, so as to effectively manage crises and improve personal performance of civil servants.

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