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Relevant bibliographies by topics / Commitment to leadership

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Academic literature on the topic 'Commitment to leadership'

Author: Grafiati

Published: 10 September 2021

Last updated: 5 February 2022

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Journal articles on the topic "Commitment to leadership"

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Ribeiro, Neuza, Ana Patrícia Duarte, Rita Filipe, and Rui Torres de Oliveira. "How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment." Journal of Leadership & Organizational Studies 27, no. 2 (April 23, 2019): 189–202. http://dx.doi.org/10.1177/1548051819842796.

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This study sought to provide a more comprehensive understanding of how authentic leadership can affect employees’ individual creativity through affective commitment’s mediating role. The sample included 177 leader–follower dyads from 26 private, small- and medium-sized enterprises. Followers reported their levels of affective commitment and perceptions of authentic leadership, and leaders assessed each follower’s level of creativity. The results show that authentic leadership has a positive impact on affective commitment and creativity. Moreover, affective commitment fully mediates the relationship between perceived authentic leadership and individual creativity. Organizations can thus increase employees’ affective commitment and creativity by encouraging their managers to adopt more authentic leadership styles. Additional studies with larger samples are needed to determine more clearly not only authentic leadership’s influence on individual creativity but also other psychosocial and personal variables’ effects on that relationship.

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Bučiūnienė, Ilona, and Vida Škudienė. "Impact of Leadership Styles on Employees' Organizational Commitment in Lithuanian Manufacturing Companies." South East European Journal of Economics and Business 3, no. 2 (November 1, 2008): 57–66. http://dx.doi.org/10.2478/v10033-008-0015-7.

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Impact of Leadership Styles on Employees' Organizational Commitment in Lithuanian Manufacturing CompaniesThis article investigates the relationship between employees' organizational commitment dimensions and leadership styles in Lithuanian manufacturing companies. The findings of the study reveal positive correlations between a transformational leadership style and affective and normative employee commitments. A laissez-faire leadership style was found to be negatively associated with employees' affective commitment.

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Abdul Halim, Norhaily, Aminuddin Hassan, Ramli Basri, Aminuddin Yusof, and Seyedali Ahrari. "Job Satisfaction as a Mediator between Leadership Styles and Organisational Commitment of Teachers in Malaysia." Asian Journal of University Education 17, no. 2 (June 6, 2021): 61. http://dx.doi.org/10.24191/ajue.v17i2.13398.

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Abstract: To better understand the organisational commitment of teachers, the current study examined job satisfaction as a mediator between organisational commitment and the three dimensions of leadership, namely transformational, transactional and passive-avoidant. The study involved 381 school teachers in Malaysia, and the multiple-model analysis used showed partial mediation on the negative association of passive-avoidant leadership style with teachers’ commitment to their organisation. The study found a relationship between transformational leadership and organisational commitment through job satisfaction. As expected, job satisfaction also fully mediated between transactional leadership and organisational commitment among teachers, and that teachers who are highly satisfied with their jobs attributed their commitment towards their school to transactional leadership. This study extends the knowledge on the effects of teachers’ leadership styles on their organisational commitments through a mediating factor. Higher education can play an important role in changing pre-service teachers' and future school principals’ mindsets to exhibit transformational and transactional leadership competencies. Therefore, leadership development and training of future school administrators during their tertiary education are important in order to enhance teachers' job satisfaction and commitment. Keywords: Teachers, Job satisfaction, Leadership styles, Organizational commitment, Malaysia

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Bakar, Gülay Tamer, and Salim Akyürek. "The effect of private health institution managers’ ethical leadership approach on the organizational commitment and performance of the employees." LAPLAGE EM REVISTA 7, Extra-D (July 22, 2021): 537–55. http://dx.doi.org/10.24115/s2446-622020217extra-d1134p.537-555.

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This research, basically focusing on the health sector, tried to specify the effect of the managers’ ethical approach on employees’ organizational commitments, performances, and the role of organizational commitments in this effect. The sampling was composed of 362 healthcare professionals. In this cross-sectional field study, an independent variable model for the ethical leadership approaches and a dependent variable model for the employees’ performances and commitments to their organizations were practiced. Data were collected through Ethical leadership, Organizational Commitment, and Individual Performance Scales. The data collected were analyzed through SPSS and AMOS package programs. The results of the analyses showed positive significant relationship between ethical leadership approaches and organizational commitment and employee’s performances. It was also observed that ethical leadership approaches had a positive and meaningful effect on affective, continuous and normative commitment, the sub-dimensions of organizational commitment, as well as the employees’ performances.

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Hakimian, Fatemeh, Hadi Farid, Mohd Nazari Ismail, and Ismi Arif Ismail. "Paternalistic Leadership and Organizational Commitment." International Journal of Management Excellence 3, no. 1 (April 30, 2014): 373–78. http://dx.doi.org/10.17722/ijme.v3i1.126.

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In the competitive world of business, organizational commitment is considered to be one of the fundamental organizational issues facing managements. Committed employees have become a valuable contribution to a variety of organizations. Since leaders’ behaviors play an important role in organizational commitment, managers are encouraged to motivate employees to strengthen their commitments to competently serve their organizations. The structures of societies in addition to cultural values are influential factors in determining appropriate leader behaviors. Since Paternalistic leadership is an integrated part of Asian organizations, Malaysia was selected as the country of choice to conduct this study. This research was designed to investigate the relationship between paternalistic leadership and organizational commitment; Each dimension was investigated separately in accordance to quantitative methodology. In total, 287 questionnaires from the employees of Malaysian SMEs were selected to be used for the purpose of data analysis. Data management and analysis were performed using SEM-PLS. The statistical results indicated the significant relationship between paternalistic leadership and Affective, Continuance, and Normative Commitment. Paternalistic leadership is a significantly persuasive factor that elevates the phenomenal of affective and normative commitment. This finding also came to the attention that under the umbrella of Paternalistic leadership, distress of losing a specific leader might be a determining factor for employees to continue their cooperation and employment with the organization. In addition to offering theoretical contributions, this study has provided a practical guideline for Malaysian SMEs managers who aim to increase commitment among employees who function under their Paternalistic leadership.

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Hult, G. Tomas M., O. C. Ferrell, Robert F. Hurley, and Larry C. Giunipero. "Leadership and Relationship Commitment." Industrial Marketing Management 29, no. 2 (March 2000): 111–19. http://dx.doi.org/10.1016/s0019-8501(98)00039-x.

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Perez, Derrie Roark. "Professional Commitment and Leadership." Community & Junior College Libraries 12, no. 2 (September 27, 2004): 3–5. http://dx.doi.org/10.1300/j107v12n02_02.

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Jackson, Timothy A., John P. Meyer, and Xiao-Hua (Frank) Wang. "Leadership, Commitment, and Culture." Journal of Leadership & Organizational Studies 20, no. 1 (December 12, 2012): 84–106. http://dx.doi.org/10.1177/1548051812466919.

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Hassan Asaari, Muhammad Hasmi Abu, Ashish Dwivedi, Alan Lawton, and Nasina Mat Desa. "Academic Leadership And Organizational Commitment In Public Universities Of Malaysia." European Scientific Journal, ESJ 12, no. 16 (June 28, 2016): 329. http://dx.doi.org/10.19044/esj.2016.v12n16p329.

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The purpose of this paper is to examine the relationship between academic leadersip and organisational commitment. The independent variable, academic leadership, is formed by visionary, adaptable to change, competency, effective leadership, transformational style, and charisma while the dependent variable is organisational commitment. A total of 251 questionnaires were obained from faculty members of public universities in Malaysia, which yielded a response rate of 41.8%. The results reveal that academic leadership, namely adaptable to change, transformational style and charisma, are significantly and positively related to organisational commitment. Theoretically, this paper contributes to the literature on academic leadership and organizational commitment. Practically, top management of public universities should consider trainings and courses on change, transformation, and charisma that boost academic leadership of faculty members. In conclusion, this paper reveals the importance of change, transformation, and charisma as factors of academic leadership in affecting organisational commitment of faculty members of public universities in Malaysia.

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Erdurmazlı, Eser. "On the Servant Leadership Behaviors Perceived in Voluntary Settings: The Influences on Volunteers’ Motivation and Organizational Commitment." SAGE Open 9, no. 3 (July 2019): 215824401987626. http://dx.doi.org/10.1177/2158244019876265.

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Building on the functional approach theory, the current study empirically examined the influences of servant leadership behaviors on volunteers’ motivations and on their organizational commitment feelings. In addition, it also examined servant leadership’s indirect influences via those motivations on volunteers’ commitment feelings. To test its hypotheses, the study used the data collected from 385 volunteers. The research has found out that the degree of perceived servant leadership behaviors affected both participants’ motivation to volunteer and their affective and normative commitments feelings toward their organizations. Furthermore, as one of the six dimensions of the motivation concept suggested by the functional approach theory, only the protective motive partially mediated the influences of perceived servant leadership behaviors on the volunteers’ normative commitment attitudes. The study discussed the possible rationales under these research findings and made some future research proposals. The study hopes that its findings, through responding to expectations of their voluntary members, help voluntary organizations to be more effective and efficient in their recruiting and sustaining efforts.

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Dissertations / Theses on the topic "Commitment to leadership"

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Kanisin, Githathevi. "Leadership commitment to inclusive dialogue." Thesis, Lancaster University, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.435871.

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Alamir, Iyad. "The impact of leadership on organizational commitment." Thesis, London Metropolitan University, 2012. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.549552.

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This study examines the impact of transactional and transformational leadership on organizational commitment as well as the mediating role of organizational justice. In today's workplace, increasing the perception of fairness amongst employees has numerous organizational benefits. What constitutes effective leadership has been widely debated. Contemporary research on employee perceptions of leadership style has revealed that these perceptions have a large impact on organizational outcomes. Leaders can positively influence such perceptions within organizations and thereby benefit organizational performance. For instance, greater organizational commitment, higher job satisfaction can result from application of appropriate leadership behaviours. To refine the scope of this study, transactional and transformational leadership are examined in relationship to perceptions of organizational justice. This study focuses especially on aspects of transformational leadership and its impact on organizational culture and behaviour within organizations in Syria. Few such studies have been undertaken so far in the Middle East and much can be learnt from extending organizational studies to non-western societies. Information was collected from 502 employees who worked in six organizations in Syria. Transactional and transformational leadership were singled out for analysis in order to assess their impact on organizational outcomes in relation to their subordinates. Two measures of organizational outcomes were selected for this study, namely job satisfaction and organizational commitment. One of the main goals of this research is developing testable hypotheses around research questions, and developing an empirically testable model linking transactional and transformational leadership through the possible mediating influences of organizational justice to individual attitudes and behaviours, specifically job satisfaction and organizational commitment. In the course of the research, four models were tested to indicate the best model that would most accurately reflect the relationship between leadership and organizational outcomes to be found in the Syrian context. Results, based on the analysis indicate that in the most validated model for the relationship between leadership and organizational commitment in the Syrian context. Transformational leadership has both direct and indirect effects on organizational commitment through interactional justice. Transformational leadership has an impact on job satisfaction through procedural and interactional justice as intermediate variable, while transactional leadership has an impact on job satisfaction through distributive justice as intermediate variable. The three types of organizational justice have an impact on organizational commitment through job satisfaction as an intermediate variable. This research tested fourteen hypotheses in order to answer the research questions. The primary research question for this study is the impact of leadership style, whether transformational or transactional, on organizational outcomes such as job satisfaction and organizational commitment within the Syrian context. A subsidiary research question concerns the role of organizational justice as an intermediate variable between leadership style and organizational outcomes. In addition, eighteen interviews were conducted to add weight to the findings from the survey results. Hence, the methodology used in the research combined both quantitative and qualitative approaches. Further research would be required to show how widely such findings on leadership are applicable, both in the Syrian context and elsewhere, but the effects of transactional and transformational leadership style on fairness perceptions in organizations deserve consideration. Another point of interest and further investigation is to assess the role of organizational justice in mediating the impact of transactional and transformational leadership on organizational outcomes.

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Zuleta, Luksic Claudia. "Transformational leadership and commitment a study in Bolivia /." [S.l. : s.n.], 2005. http://www.diss.fu-berlin.de/2005/207/index.html.

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Harnesk, Roland. "Leadership for co-worker commitment : a TQM approach /." Luleå, 2004. http://epubl.luth.se/1402-1757/2004/33/index.html.

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Sutherland, Mitchell A. "An Examination of Ethical Leadership and Organizational Commitment." NSUWorks, 2010. http://nsuworks.nova.edu/hsbe_etd/109.

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The primary purpose of this research study was to explore the relationship between ethical leadership (Brown, Trevino, & Harrison, 2005) and the three forms of organizational commitment (Meyer & Allen, 1997). Secondarily, this research explored the relationship between ethical leadership (Brown et al., 2005) and the four dimensions of transformational leadership (Bass & Avolio, 1994). This study extends recent research regarding ethics, leadership styles, and employee commitment by administering the Ethical Leadership Scale (ELS), the Three-Component Model (TCM) of Commitment (Meyer & Allen, 1997), and the Multifactor Leadership Questionnaire (MLQ-5X). The data was collected from a cross-section of 130 business professionals representing a variety of industries, occupation characteristics, and levels of organizational and supervisory responsibility, age, education, and job tenure. The hypotheses developed in this study found positive and statistically significant relationships between ethical leadership and two forms of organizational commitment; affective commitment (r = .55, p < .01) and normative commitment (r = .45, p < .01). The study also found highly positive and statistically significant relationships between ethical leadership and the idealized influence (r = .75, p < .01) and inspirational motivation (r = .70, p < .01) dimensions of transformational leadership.

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Banks, Rosalind "Rosie." "Transformational Leadership and Frontline Hoteliers Worklife Balance Commitment." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5449.

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Work-life balance remains a challenge for transformational leaders who are managers in the hospitality industry. Guided by the principles of leader member exchange theory, this quantitative study investigated how transformational leadership level predicted a commitment to work-life balance roles for 100 degreed frontline hotel managers. In particular, the effects of transformational leadership and commitment on job roles, family roles, friendship roles, and social roles were explored. Transformational leadership was measured using the Team Multifactor Leadership Questionnaire, and work-life balance role commitment was measured using the Investment Model Scale Commitment Inventory. There was a thorough review of the responses from the questionnaire and the data was computed in SPSS software. The findings suggested a predictive relationship between transformational leadership and commitment to job roles. This study contributes to the few studies conducted on transformational leadership's effect on work-life balance and further expands the organizational psychology literature by showing that transformational leadership level predicts commitment to work-life balance roles among degreed hotel managers in front-line work teams. The results promote positive social change by the sustainability of organizational effectiveness for the hospitality industry through human capital by focusing on transformational leadership training. Lastly, this study contributed to positive social change through its presentation of alternative techniques to work-life balance situations within the hospitality industry, which could positively impact employment situations through training programs, classroom simulations, and conferences.

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Quaquebeke, Niels van. "Respect & leadership : a psychological perspective /." Berlin wvb, Wiss. Verl, 2007. http://www.wvberlin.de/data/inhalt/quaquebeke.html.

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Quaquebeke, Niels van. "Respect & leadership : a psychological perspective." Berlin wvb, Wiss. Verl, 2008. http://www.wvberlin.de/data/inhalt/quaquebeke.html.

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Carder, James Curtis. "The relationship between servant leadership and affective organizational commitment." Thesis, Indiana Wesleyan University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3602281.

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Recent correlation studies in leadership literature have shown that organizational as well as individual outcomes often can be explained by examining leader behaviors and associating those behaviors with those outcomes (Barbuto & Wheeler, 2006; Dannhauser & Boshoff, 2006; Cerit, 2010; Drury, 2004; Hayden, 2011; Laub, 1999; Liden, Wayne, Zhao & Henderson, 2008; Rauch, 2007; Scuderi, 2010; Washington, 2007). Drury (2004) documented that servant leadership can be measured in an organization, and noted a statistically significant relationship between the perception of servant leadership and job satisfaction as well as a statistically significant but inverse relationship between perceptions of supervisors' servant leadership and organizational commitment among employees in an academic environment. The primary focus of this study is volunteer board members' perceptions of pastors' servant leadership and volunteer church board members' reported organizational commitment in high-performing Nazarene churches. Using the 28-item Servant Leadership Scale (SLS) created by Liden et al. (2008) to examine perception of servant leadership among Nazarene pastors, together with the Meyer, Allen, and Smith (1993) commitment scales to measure organizational commitment of volunteer board members, this study found a statistically significant correlation between these variables. This study also measured pastor self-perception of servant leadership using the SLS self-report by Liden, et al. (2008) and the results indicated that while pastors saw themselves as servant leaders, no significant correlation could be found between the pastor's self-perception of servant leadership and volunteer board members' reported organizational commitment. To further investigate these findings, a summary discussion of interviews conducted with a random sample of pastors complete this mixed-methods study.

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Yu, Huen. "Transformational leadership and Hong Kong teachers' commitment to change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape3/PQDD_0019/NQ53883.pdf.

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Books on the topic "Commitment to leadership"

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Leadership: Vision, commitment, action. Chicago: Gia Publications, 2006.

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Luksic, Claudia Zuleta. Transformational leadership and commitment: A study in Bolivia. New York: P. Lang, 2006.

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G. Palanivel: A profile in leadership and commitment. Kuala Lumpur, Malaysia: Institute for High Performance, 2006.

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1951-, Kuczmarski Thomas D., ed. Values-based leadership. Englewood Cliffs, N.J: Prentice Hall, 1995.

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Spiritual Leadership: A commitment to excellence for every believer. Chicago, IL: Moody Publishers, 2007.

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The power of total commitment: A leader's legacy. Lake Oswego, OR: Praxis Press, 1991.

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Kuczmarski, Susan Smith. Values-based leadership: Rebuilding employee commitment, performance, and productivity. Englewood Cliffs: Prentice Hall, 1995.

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Damon, William, and Anne Colby. Some Do Care: Contemporary Lives of Moral Commitment. New York, USA: Free Press, 1994.

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Roland, Smith, and ebrary Inc, eds. Influence: Gaining commitment, getting results, second edition. 2nd ed. Greensboro, N.C: Center for Creative Leadership, 2011.

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Force, Baltimore Regional Council of Governments Regional Housing Partnership Task. Final report: Building housing partnerships : a call for leadership & commitment. Baltimore, MD (2225 N. Charles St., Baltimore 21218): Baltimore Regional Council of Governments, 1990.

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Book chapters on the topic "Commitment to leadership"

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Cummings, Tom, and Jim Keen. "Leadership Being: Commitment." In Leadership Landscapes, 67–76. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230598539_5.

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Freedman, Rick. "The Leadership Commitment." In The Agile Consultant, 141–54. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4302-6053-0_11.

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Oakland, John S., and Marton Marosszeky. "Leadership and commitment." In Total Construction Management, 60–77. Abingdon, Oxon ; New York, NY : Routledge is an imprint of the: Routledge, 2017. http://dx.doi.org/10.4324/9781315694351-4.

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Oakland, John S., Robert J. Oakland, and Michael A. Turner. "Leadership and commitment." In Total Quality Management and Operational Excellence, 35–56. Fifth edition. | Milton Park, Abingdon, Oxon; New York, NY: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781315561974-4.

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Öztekin, Özge, Sabiha İşçi, and Engin Karadağ. "The Effect of Leadership Leadership on Organizational Commitment Commitment." In Leadership and Organizational Outcomes, 57–79. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-14908-0_4.

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Ewest, Timothy. "Stage Two: Community and Group Commitment." In Prosocial Leadership, 117–34. New York: Palgrave Macmillan US, 2017. http://dx.doi.org/10.1057/978-1-137-57808-2_7.

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Jones, Diana. "Building Collaboration and Commitment—Not Compliance." In Leadership Levers, 129–47. New York: Productivity Press, 2021. http://dx.doi.org/10.4324/9781003167334-8.

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Galunic, Charles. "Building and Locking in Commitment to Strategy." In Backstage Leadership, 67–102. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-36171-6_3.

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Skea, Ronald. "Commitment Compliance – A Fusion of Forced Free Will." In Leadership, Organizational Change and Sensemaking, 102–13. Title: Leadership, organizational change and sensemaking / Dr. Ronald Skea. Description: 1 Edition. | New York : Routledge, 2021. |: Routledge, 2021. http://dx.doi.org/10.4324/9781003022503-9-11.

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Pankratz, David B., and Carla Hanzal. "Leadership and the NEA: The Roles of the Chairperson and the National Council on the Arts." In America's Commitment to Culture, 144–68. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429036965-6.

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Conference papers on the topic "Commitment to leadership"

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Banks, Kathaleen M. "Total Quality Leadership: Beyond a Commitment." In International Off-Highway & Powerplant Congress & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1992. http://dx.doi.org/10.4271/921713.

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Lee, Tzu Ying. "Group Cohesiveness and Organizational Commitment: Moderated by Transformational Leadership." In Japan International Business and Management Research Conference. RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/jibm.v1i1.211.

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This study investigated to what extent group cohesiveness is related to organizational commitment and transformational leadership. In the advent of generational transformation, it is impossible to achieve organizational goals and create win-win partnerships between supervisors and subordinates merely by resorting to organizational discipline or role behavior. This study, based on a quality interview survey, explored the influence of team cohesiveness on organizational commitment with transformational leadership as a moderating variable. Literature related to the real estate agency industry was firstly reviewed and compiled for overall understanding. In-depth onsite expert interviews were conducted for inducing internal and external affecting factors. Actual cases were analyzed. The influence of team behavior and group cohesiveness on organizational commitment was verified. It was found. Additionally, supervisors' positive transformational leadership and supportive behavior could lead to positive organizational cohesiveness. This is regarded as one of the key success factors of management. Transformational leadership behaviors that can boost positive group cohesiveness should be encouraged. Such behaviors can not only boost group cohesiveness but also enable the team to achieve the team goal efficiently.

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Ribeiro, Neuza, Salomé Silva, and Daniel Gomes. "TRANSFORMATIONAL LEADERSHIP, AFFECTIVE COMMITMENT AND INDIVIDUAL PERFORMANCE." In 29th International Academic Conference, Rome. International Institute of Social and Economic Sciences, 2017. http://dx.doi.org/10.20472/iac.2017.029.029.

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Seo, Hae-Ae, and Jae-Ho Sim. "INDIVIDUAL BEHAVIORS AS MOTIVATION, TASK COMMITMENT, AND LEADERSHIP EXHIBITED BY SCIENCE GIFTED STUDENTS AT SCIENCE GIFTED EDUCATION CENTER AND ITS IMPLICATIONS FOR DIFFERENTIATED INSTRUCTION." In 3rd International Baltic Symposium on Science and Technology Education (BalticSTE2019). Scientia Socialis Ltd., 2019. http://dx.doi.org/10.33225/balticste/2019.203.

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The research aimed to explore characteristics of individual behaviors as motivation, task commitment, and leadership exhibited by science gifted students at enrichment program in science gifted education center. Results showed that motivation was highest at introduction stage, but decreased as lessons progressed. Task commitment and leadership tended to increase from planning and conducting stages. Leadership was highest at discussion stage. Each student exhibited different sequences of behavioral characteristics along lesson stages. It was called for planning individually differentiated instructional strategies. Keywords: individual behavioral characteristics, science gifted students, student leadership, task commitment.

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Demir, Birgül. "Relationship Between Emotional Commitment Task Performance and Organizational SI." In 9th International Conference on Leadership, Technology, Innovation and Business Management: Leadership, Innovation, Media and Communication. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.02.5.

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Lu, Lu, and Ru-Xin Wang. "Theoretical Research on Junzi Leadership and Organizational Commitment." In 2017 2nd International Conference on Humanities and Social Science (HSS 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/hss-17.2017.106.

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Supriyanto, Achmad. "Leader's Strategy In Building Organizational Commitment." In 6th International Conference on Educational, Management, Administration and Leadership. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemal-16.2016.98.

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Mataqi, Ismail, and Bala Siva Srikanth Adivi. "Leadership & Commitment For HSE Excellence - What Really Worked!" In Middle East Health, Safety, Security, and Environment Conference and Exhibition. Society of Petroleum Engineers, 2010. http://dx.doi.org/10.2118/136663-ms.

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Levovnik, David, and Marko Gerbec. "Role of Leadership Types in Managers’ Commitment to Safety." In Proceedings of the 29th European Safety and Reliability Conference (ESREL). Singapore: Research Publishing Services, 2020. http://dx.doi.org/10.3850/978-981-14-8593-0_3788-cd.

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Herlina, Herlina, Abubakar Abubakar, and Aan Komariah. "Authentic Leadership Principals and Teachers' Commitment to Improve Work Discipline." In 6th International Conference on Educational, Management, Administration and Leadership. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemal-16.2016.37.

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Reports on the topic "Commitment to leadership"

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Harriel, Diane W. The Certificate of Commission: A Commitment to Leadership. Fort Belvoir, VA: Defense Technical Information Center, March 1997. http://dx.doi.org/10.21236/ada387913.

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."

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Kersh, Kevin G. Fired Up by Commitment, Example, and Values: How High-Performance Organizations Develop Leadership. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada420594.

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Powerful Learning with Computational Thinking: Our Why, What, and How of Computational Thinking. Digital Promise, March 2021. http://dx.doi.org/10.51388/20.500.12265/115.

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The Powerful Learning with Computational Thinking report explains how the Digital Promise team works with districts, schools, and teachers to make computational thinking ideas more concrete to practitioners for teaching, design, and assessment. We describe three powerful ways of using computers that integrate well with academic subject matter and align to our goals for students: (1) collecting, analyzing, and communicating data; (2) automating procedures and processes; and (3) using models to understand systems. We also explore our four main commitments to computational thinking at Digital Promise: PreK-8 Integration; Commitment from District Leadership; Inclusive Participation of Students Historically Marginalized From Computing; and Participatory and Iterative Design.

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Theory of change: The Safer Gambling Movement. Addiction Recovery Agency, Beacon Counselling Trust, January 2021. http://dx.doi.org/10.33684/2021.001.

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Addiction Recovery Agency (Ara) and Beacon Counseling Trust (BCT) provide critical safer gambling education and treatment services for the West of England, North West England, and Wales. Their respective dedication to the safer gambling field and commitment to enhancing system integration led to a natural partnership between the two organisations. Drawing from Ara and BCT’s significant expertise, they partnered to develop a suite of safer gambling programmes. As the suite of innovative programmes grew, they recognised a need to articulate and share their leadership in transforming the safer gambling landscape in England and Wales. The Safer Gambling Movement describes Ara and Beacon’s leadership in developing a grassroots movement to build momentum for a national public health approach in Great Britain by first building this capacity in England and Wales. GREO was brought on as the evaluation partner to help create a theory of change to describe this work and lay the foundation for future evaluations.

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