Fostering e-Government Procurement Success: The Role of Servant Leadership and Organizational Change Readiness

Public procurement shows one of the most important economic activities of the government, which plays a central role in achieving policy objectives and providing public value. Despite the vital role of digitalisation, many developing countries continue to face persistent challenges in implementing e-government procurement (e-GP) systems. While e-GP enhances transparency and accountability, its effective use depends not only on system design but also on leadership and organisational readiness for change. Servant leadership is characterised by employee empowerment, ethical role modelling, trust building, and support for learning; it is theorised to reduce change resistance and enhance employees’ technology acceptance beliefs. However, there is a significant gap in the literature on integrating leadership with organisational change readiness for effective technology utilisation in the public sector. Thus, drawing on the technology acceptance model (TAM), this study examines the influence of servant leadership on the actual use of e-GP systems, with a particular focus on the mediating roles of organisational change readiness and perceived ease of use. To achieve the goal, survey data were collected from 318 government employees directly involved in e-GP activities, and the proposed hypotheses were tested using a structural equation model. The results indicate that servant leadership has a significant indirect effect on the actual use of e-GP systems by strengthening organisational change readiness and increasing perceived ease of use. Both mediators demonstrate strong, positive relationships with e-GP usage, indicating that leadership shapes technological use primarily through organisational and perceptual mechanisms. Furthermore, this study provides theoretical contributions by extending TAM from a focus on adoption intentions to actual system usage, thereby enriching the model with organisational and leadership dimensions within public-sector digital governance. It also offers practical implications for policymakers, highlighting that fostering servant leadership and preparing organisations for change are essentials for achieving effective digital procurement reforms.