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The Relationship Between Leadership Decision-Making Styles and Employee Performance in Government Public Sector: A Multi-Case Comparative Study
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Author(s): Yuxiong Lu (College of History and Politics, Guizhou Normal University, China), Zhengjie Lou (School of Government, Peking University, China), Xinyi Wang (School of Labor Economics, Capital University of Economics and Business, China), Xinyi Jia (Chinese Language and Literature, Tianjin University, China)and Chi Zhang (Faculty of Economic and Management, Universiti Kebangsaan Malaysia, Malaysia)
Copyright: 2026
Volume: 38
Issue: 1
Pages: 34
Source title:
Journal of Organizational and End User Computing (JOEUC)
Editor(s)-in-Chief: Sangbing (Jason) Tsai (International Engineering and Technology Institute (IETI), Hong Kong)and Wei Liu (Qingdao University, China)
DOI: 10.4018/JOEUC.400561
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Abstract
Leadership decision-making styles exert a significant influence on employee performance, yet the underlying mechanisms are seldom linear, as heterogeneity, nonlinear responses, and cross-level dependencies often complicate the relationships. To address these complexities, this study proposes a Hybrid Multi-Method Framework (HMMF) that integrates four complementary perspectives: symmetric structural modeling to estimate direct and mediated paths, configurational analysis to capture equifinality and causal asymmetry, necessary-condition testing to identify noncompensatory constraints, and cross-level evaluation to account for organizational context. Applied to diverse organizational settings, HMMF examines how leadership styles, mediators, and moderators jointly shape performance and is benchmarked against widely used single-paradigm approaches such as PLS-SEM, CB-SEM, and fsQCA. The evaluation covers explanatory power, predictive relevance, configurational strength, and robustness, and results show that HMMF consistently outperforms these baselines.
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