The effect of perception of transformational leadership on job satisfaction, innovative behavior, and work performance of the university's staff in Phnom Penh, Cambodia

Improving the quality of higher education is a national priority for Cambodia, and staff capability at universities represents a critical starting point for this effort. This study investigates the relationships among perceived transformational leadership, job satisfaction, innovative behavior, and work performance among university staff in Phnom Penh, Cambodia, and develops a causal model linking these constructs. A quantitative survey employing a five-point Likert scale questionnaire was distributed to 400 staff members across public and private universities through stratified sampling, achieving a response rate of 88.9 percent. Structural equation modeling was conducted using AMOS to test the hypothesized relationships. The model demonstrated an excellent fit to the data (chi square = 51.870, relative chi square = 0.961, p = .557, RMSEA = .0001, GFI = .984, CFI = 1.000, SRMR = .006, NFI = .993). The results indicate that transformational leadership has a significant positive effect on job satisfaction and work performance, and that job satisfaction and innovative behavior each have significant positive effects on work performance. However, transformational leadership does not exert a significant direct effect on innovative behavior, suggesting that job satisfaction plays an important intervening role in translating leadership perceptions into innovative behavior among university staff. These findings offer practical implications for university administrators seeking to strengthen staff performance through leadership development and job satisfaction initiatives.