Beyond hierarchies: A comparative study of transformational leadership and workplace social capital on social worker performance outcomes

Abstract Transformational leadership (TFL) is often regarded as an ideal managerial approach, particularly in social work studies, where scholars have long examined its strong association with enhanced social workers’ performance. However, recent research suggests that the effect of TFL may be overstated. This study investigates the relative importance of vertical TFL and horizontal workplace social capital (WSC) in predicting two key employee performance outcomes: organizational citizenship behavior and professional discretion (PD). It is proposed that the effects of both vertical and horizontal workplace relationships on performance may be moderated by organizational learning (OL). Drawing on survey data from Chinese public sector social workers (N = 815), the findings reveal that while TFL and WSC significantly enhance performance outcomes, supportive team relationships exert a comparatively more substantial effect than leadership. Furthermore, the analysis reveals that OL moderates the relationship between WSC and PD. These findings offer meaningful implications for the management of social service organizations and provide practical insights into strategies for improving social worker performance in public service settings.