Abstract
Type of the article: Research ArticleAbstract The effectiveness of Kazakhstan’s civil service relies on strengthening personnel management systems that enhance leadership capacity, motivation, and organizational efficiency. Persistent challenges in managerial role alignment, low motivation, and rigid bureaucratic practices continue to limit institutional performance despite multiple waves of reform. This study examines the applicability of Adizes’ PAEI model for developing a citizen-oriented personnel management system and explores how leadership and motivation influence efficiency in public service. A structured questionnaire was administered to 150 civil servants from Astana and Almaty between March and May 2024, covering managers and non-managers across career stages and educational levels. Results show that 63% of respondents relied primarily on Producer and Administrator roles, with mean indices of 0.71 and 0.65, respectively, while Entrepreneur and Integrator roles scored lower (0.52 and 0.59), indicating weak innovation and team integration. Motivation levels, measured on a 10-point Likert scale, were significantly higher in departments with balanced role distribution (mean = 7.8, p < 0.01). Job satisfaction improved for 69% of respondents working in units that implemented participatory governance and recognition-based incentives. Tenure and education were positively associated with leadership effectiveness, whereas gender differences were negligible. Life cycle analysis suggests Kazakhstan’s civil service remains in a transitional growth phase, requiring stronger entrepreneurial and integrative leadership to sustain reforms. The findings highlight that balancing PAEI roles can strengthen motivation, leadership responsiveness, and overall efficiency, offering actionable guidance for public managers seeking to build a more citizen-oriented civil service.