The role and meaning of inspirational motivation in leadership practice to shape an effective digital transformation in municipal services organisations in Germany

This research examines the role and meaning of inspirational motivation (IM) in the context of municipal services organisations (MSOs) in the age of digital transformation (DT). MSOs operate in a sector that is crucial to the public good but largely underrepresented in leadership research. While DT is widely discussed across industries, its impact on leadership in public organisations in Germany in general and on leadership in MSOs has received little scholarly attention. The research fills this gap by examining how top managers perceive and implement leadership practices that enable effective DT through IM. Four research objectives guided the study: (a) to understand DT from the perspective of top managers in MSOs; (b) to examine the role and meaning of IM in this context; (c) to identify development paths for managers to demonstrate IM in the digital age; and (d) to design a practical model for implementation that has been validated through reflection with practising managers. Using an interpretivist, qualitative research design, the study focuses on IM as one of four core components of transformational leadership to understand how it can shape DT. Sixteen semi-structured interviews were conducted with top managers of German MSOs and analysed using Reflexive Thematic Analysis (RTA). In addition, three reflective discussions were held with three top managers to explore how the interim findings from the interviews could be translated into practical application. Five key themes highlight the tensions between the promise of modernisation and the uncertainty of transformation and reveal the coping strategies used by leaders. Based on these findings, the concept of Reflected Inspirational Motivation (RIM) was developed. RIM reconceptualises the traditional concept of IM beyond individual managers into a context-sensitive organisational capability: the ability to formulate a purpose-driven vision, institutionalise it structurally and procedurally, and legitimise it iteratively through participatory communication. The study proposes a three-level (strategic, operational and public) and three-phase (analysis, implementation and reflection) RIM framework that links vision, strategy, structures, processes and interaction to strengthen the legitimacy of DT. Theoretically, the study contributes to the context-sensitive further development of transformational leadership by integrating business, psychological and organisational-sociological perspectives and interpreting DT as a socio-symbolic rather than a purely technical phenomenon. In practice, it provides a roadmap for leadership development and change management within MSOs. Limitations arise from the qualitative design, limited sample size and contextual constraints. Future research should validate and expand the RIM model through quantitative and cross-sector studies. Overall, the dissertation positions RIM as a context-sensitive institutional leadership competency that enables sustainable DT by aligning a future-oriented vision with the public mission of MSOs.