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Although transformational leadership and mission valence have been linked separately to desirable work-related attitudes, research has not fully considered how these two factors work together. In fact, both these value-based concepts emphasize the motivational properties of an agency’s mission. In this study, a causal model was developed to explore how transformational leadership and mission valence interact to influence turnover intentions and extra-role behaviors. The model was tested using survey data from U.S. public sector employees. The results showed that transformational leadership had a direct, negative association with turnover intentions. Furthermore, the relationship between transformational leadership and turnover intentions was partially mediated by mission valence, whereas the relationship between transformational leadership and extra-role behaviors was fully mediated by mission valence. The implications of these findings for both theory and practice in public organizations are discussed.
