As a useful behavioral construct, the concept of motivation in public sector enterprises (PSEs) has piqued the interest of researchers and practitioners. Leaders in PSEs use this to motivate, attract, and retain employees. Indeed, Ritz and colleagues discover that among practitioner recommendations, one of the most frequently suggested interventions is the use of managerial and leadership practices to instill motivation among the employees in PSEs. The study aims to highlight the impact of leadership on motivation in PSEs. The study also explores the influence of leadership style on motivational outcomes in PSEs. Although there are single studies on leadership and motivation, little is known about how leadership and motivation interact in public sector enterprises (PSEs). The PRISMA protocol (preferred reporting items for systematic reviews and meta-analysis) is used in the study to systematically identify patterns in previous research. The study provides a comprehensive explanation of the state of leadership and motivation in public-sector enterprises.
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The skill to foster and retain an enthused team is crucial to an organization's growth (Tusha, 2019). Grounded on motivation philosophies that exists in the literature, motivation has long piqued the interest of scholars as well as practitioners. The role of the leadership to motivate employees is a topic of discussion and academic conversation from almost ten years. In accordance with the research, leadership is a vital feature of employee’s inspiration, as shown by work pleasure and readiness to participate in workgroups (Musinguzi et al., 2018), proposing suggestions & assisting organisational invention (Fashina, 2019), and efficiency improvements (Christian et al., 2018). There are numerous findings that relates the impact of leadership on motivation among employees. Still, there is an absence of clarity about the way a leader's perspective of the motivators inferred from their specific employees which can affect the inspiration and involvement of their employees' output. Acknowledgement of the impacts and factors of motivation for employees may enable leaders to capitalise on rewards and recognitions. This ultimately results in more constructive, satisfied workers who accomplish elevated levels of employee contribution and organisational assurance (Christle, 2019). According to recent publications, this mechanism is yet to be thoroughly researched in public sector enterprises. Tusha (2019) considered the variations in variables associated with motivation for different sectors. The study revealed several commonalities & distinctions in workplace settings, personal freedom and participation in decision-making, and individual development and professional advancement. Similarly, Serhan et al. (2018) consented that remuneration, workplace conditions, degree of independence, involvement in decisions, and connections between colleagues were extrinsic influences for workforces in the public sector. According to one Italian study (Belle & Cantarelli, 2015), pay increment and financial rewards had no considerable impact on employees' inspiration to put in additional determination in order to achieve higher productivity. Transformational leadership appears to have a substantial positive connection with motivation of employees in PSEs (Salamone, 2017; Lee, 2017; Rodriguez, 2018; Sunyoung & team, 2019). Riedle, in the year 2015, claims that under the headship of transformational leader, age served as a significant mediator for motivation. Built on the review, there exists discrepancies among the variables associated with motivation of employees in the public and private sector. In public sector enterprises motivation is linked to the empathy to serve people (Van Witteloostuijn, 2017). Christle in the year 2019, found that enthusiasm of employees is vital in such organizations as the sources of motivation are constructed on a want to help the society. Hence, organisational fit seems to be a key factor in these enterprises.