The researchers proposed a moderated mediation model to test their hypotheses. In this model, affective organizational commitment is positioned as a mediator between the work environment and employee retention. Additionally, the study investigates the moderating roles of two distinct leadership styles: transformational leadership and transactional leadership. This approach allows for a nuanced analysis of how different leadership behaviors can either enhance or diminish the effect of the work environment on employee commitment and, subsequently, retention.

To gather data, the study surveyed 410 public-sector employees in Uganda. The participants were adults who provided informed consent for their participation in the survey-based research. The data collection process was designed to ensure confidentiality and anonymity, adhering to ethical principles outlined in the Declaration of Helsinki and national guidelines from the Uganda National Council for Science and Technology. The study was reviewed and cleared by the Department of Management at SRM University AP, which deemed it minimal-risk research given its non-invasive nature.

The analysis of the collected data was performed using covariance-based structural equation modeling with SPSS-AMOS software. This statistical method is well-suited for testing complex relationships involving multiple variables, including mediation and moderation effects. The results indicated a positive relationship between the work environment and both affective organizational commitment and employee retention. This suggests that a supportive and well-structured work environment contributes to employees feeling emotionally attached to their organization, which in turn increases their likelihood of staying.

Furthermore, the findings confirmed that organizational commitment serves as a significant mediator in the relationship between the work environment and employee retention. This means that the work environment does not just directly influence retention but also does so indirectly by fostering a sense of commitment among employees. The study highlights the importance of understanding the psychological mechanisms through which environmental factors affect retention outcomes, providing a more comprehensive view than a direct correlation alone would offer.

The role of leadership styles in this dynamic was also examined. The study found that transformational leadership positively moderates the influence of the work environment on organizational commitment. Transformational leaders, who inspire and motivate employees through vision and personal development, appear to amplify the positive effects of a good work environment on employee commitment. This suggests that when the work environment is strong, the presence of transformational leadership further strengthens the employees’ emotional bond with the organization.

In contrast, the study observed a negative moderation effect of transactional leadership on the relationship between the work environment and organizational commitment. Transactional leadership, which focuses on exchanges between leader and follower, such as rewards for performance, was found to weaken the positive impact of the work environment on commitment. This finding implies that in the context of Uganda’s public sector, a purely transactional approach may not be as effective in fostering deep organizational commitment, even when the work environment is favorable.

The implications of these findings for public sector management in Uganda are significant. The study suggests that improving employee retention requires a multifaceted approach that addresses both the structural aspects of the work environment and the quality of leadership. Organizations should strive to create supportive work conditions while also cultivating leadership styles that inspire and engage employees. The negative moderation by transactional leadership serves as a cautionary note, indicating that relying solely on reward-based management strategies may not be sufficient to build strong organizational commitment.

It is important to note that the study is based on a cross-sectional survey design, which limits the ability to establish causal relationships. While the structural equation modeling provides strong evidence for the proposed relationships, longitudinal studies would be needed to confirm the direction of causality and the long-term stability of these effects. Additionally, the study focuses specifically on the public sector in Uganda, so the generalizability of the findings to other sectors or countries may be limited. Future research could explore these relationships in different contexts to validate the robustness of the model.

Despite these limitations, the study offers valuable insights for policymakers and managers in the public sector. By understanding how leadership styles and work environment interact to influence employee retention, organizations can develop more effective strategies for retaining talent. The emphasis on affective organizational commitment as a key mediator underscores the importance of fostering a sense of belonging and emotional connection among employees. As public sector organizations continue to face challenges in resource-constrained settings, these findings provide a evidence-based framework for improving retention practices and enhancing organizational performance.

Subject of Research: Psychology

Article Title: The effects of leadership styles and work environment on employee retention in Uganda’s public sector through organizational commitment

Article References: Ocema, D., & Kamesh, A. V. S. (2026). The effects of leadership styles and work environment on employee retention in Uganda’s public sector through organizational commitment. Discover Psychology. https://doi.org/10.1007/s44202-026-00876-4

Image Credits: AI Generated

DOI: 10.1007/s44202-026-00876-4

Keywords: Employee Retention, Public Sector, Leadership Styles, Organizational Commitment, Uganda, Work Environment, effects, leadership, styles, work, environment, employee