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Dissertations / Theses on the topic 'Commitment to leadership'

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Published: 10 September 2021
Last updated: 5 February 2022

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1

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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2

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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4

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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5

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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7

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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8

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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9

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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10

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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11

Pearson, Angela Deloise. "Self-Efficacy and Leadership Commitment During Lean Strategy Deployment." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7716.

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Lean strategy deployment (LSD) provides a means to create lasting value at reduced cost; yet most LSD efforts fail to attain sustainable improvements. The current study sought to gain an understanding of how leaders in oral healthcare manufacturing setting in the northeastern region of the United States can apply self-efficacy and leadership commitment during an LSD. Using Bandura’s theory of self-efficacy this qualitative phenomenological study examined the lived experiences and perceptions of 15 mid-to-senior level managers, concerning the use of self-efficacy and leadership commitment during a lean strategy deployment (LSD). The key findings resulted in 10 emergent themes. The top 3 highly regarded themes that emerged from this study were: (1) committing to a lean strategy deployment, (2) communicating lessons learned/changes, and (3) bringing the best out of employees. LSDs are not easy to implement. Many companies attempt to carry out lean activities and many of these same companies fail to have successful results. To be effective, leaders should focus on creating sound practices and give more attention to the human behaviors and leadership characteristics needed to support eliminating barriers and creating a lean culture.
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12

Godwin, Jeffrey Linn. "The Impact of Transformational Leadership Behaviors on Follower Goal Commitment." Diss., Virginia Tech, 1998. http://hdl.handle.net/10919/40011.

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This study examines the transformational behaviors of leaders and the goal commitment of followers. Other constructs of interest are self-efficacy, goal congruence, and power. The central research questions include: 1) What are the effects of transformational leadership behaviors on the commitment of followers to goals?; 2) Do the transformational behaviors of leaders influence the perceptions of followers regarding goal congruence?; 3) Do the transformational behaviors of leaders impact goal commitment of followers through influencing follower self-efficacy?; and 4) What bases of power do leaders possess and draw upon to exert social influence to obtain follower goal commitment? The sites for this study are two types of nonprofit organizations. Local church congregations comprise one and the other is a group of community based hospice organizations. One of the more interesting results found is that two different patterns of relationships exist between the leadership and goal commitment variables for these two sites.
Ph. D.
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13

Schulkers, Jeffrey. "Servant Leadership and Affective Commitment to Change in Manufacturing Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3472.

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Organizational change initiatives in the United States frequently fail with estimated failure rates as high as 90%. Change failure rates resulting from underused and poorly trained front-line managers (FLMs) remained high, with no signs of improvement in the past 2 decades. The purpose of the correlational study, grounded in servant leadership theory, was to examine the relationship between employee perceptions of their FLM's servant leadership dimensions and employee affective commitment to change. A purposive, nonprobability sample of 107 employees of a U.S. manufacturing organization that had recently undergone organizational change completed a questionnaire for the study. Results of the multiple linear regression analysis were not significant, F(7, 107) = .714, p = .660, R2 = 0.045. Though results were not statistically significant, the beta weights for creating value for the community (β = .165) and behaving ethically (β = .168) indicated that creating value for the community and behaving ethically were potentially the most important variables in accounting for variance in the model. The beta weights for emotional healing (β = -.048) and conceptual skills (β = -.047) indicated that emotional healing and conceptual skills were potentially the least important variables in accounting for variance in the model. The findings may be of value to manufacturing leaders developing initiatives to improve change initiative success rates. Support for servant leadership during periods of organizational change has positive social change implications for employees. The practice of servant leadership reduces employee uncertainty and anxiety incurred during periods of change by resolving uncertainties and sustaining employee motivation for supporting organizational change.
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14

Ljungblom, Mia, and Raine Isaksson. "Leadership and employee commitment for quality management : a critical analysis of quality management literature." Högskolan på Gotland, Avdelningen för Kvalitetsteknik, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hgo:diva-376.

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Originality/Value Our research provides insights to an important field within quality management – how is the value of management commitment transmitted into methodologies?BackgroundCommon statements in quality management presentations are: - Leadership is necessary - It’s important for quality management to have engaged leaders and employees. One way of describing a quality management system is to see it as a combination of values, methodologies and tools. A question to study is which the methodologies and tools are that translate the leadership and employee commitment into action. The value of: “Committed leadership” is a core value in quality management. Another important value is: “Let everybody be committed”. These values could be seen as the values relating to human behaviour as in contrast to other values focusing on quality technology issues. The value of: “Let everybody be committed” tells us that it is important for employees to feel needed, to be able to take responsibility and to be informed – but how do these methodologies and tools look like? Purpose The purpose of this research is to carry out a critical analysis of the methodologies and tools that quality management proposes as support to the values of “Committed leadership” and “Let everybody be committed”. Methodology/Approach We have carried out a literature study of books commonly used in university courses in quality management. Focus has been on identifying methodologies that support the values “Committed leadership” and “Let everybody be committed”. We have also looked at other values and supporting methodologies and tools as defined in the “Corner stone model”, Bergman & Klefsjö (2003). Findings It seems that quality literature is not very clear on how to engage employees and how to motivate them. Preliminary findings indicate that quality management still is relying heavily on quality methodologies and tools supporting the value of decisions based on facts and the value on continuous improvement. Quality gurus like W.E. Deming and J.Juran have claimed that only 10-15% of the operational problems can be solved at the operational level with the rest being system and management problems. This could indicate that more focus should be on how employees can affect their work situation rather than teaching them quality tools. Quality methodologies and tools are only of help when management leads in such a way that employees are empowered and encouraged to do the right things willingly. When the literature for quality management is analysed we find that leadership issues are not taken up very much. Not more than about 2 – 5% of the pages in the literature deal with leadership. Also, focus of the parts dedicated to leadership is mostly on check lists for important things to do and to know as a leader – like motivation. But there is very little to read about in what way you can motivate your employees or how you can acquire the required leadership capability. Limitations The study is limited to the theories found in the most frequently used quality management literature in Sweden. Value The topic takes up important success factors for quality management – how to make practise out of the guiding values of management and employee commitment.
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15

Johnson, Willie B. "How Do Police and Firefighters' Perceived Leadership Practices Relate to Organizational Commitment." NSUWorks, 2012. http://nsuworks.nova.edu/hsbe_etd/47.

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This study sought to ascertain if there is a positive relationship between perceived leadership practices and organizational commitment of police and firefighters, and to examine differences between men and women police and firefighters on organizational commitment. The instruments utilized in this study are as follows: the Organizational Commitment Scales developed by Meyer and Allen (1991); the Leadership Practices Inventory: Observer (LPI-O) by Kouzes and Posner (1988); and, the Demographic Survey. This study examined (1) the relationship of perceived leadership practices to the organizational commitment of police and firefighters within their departments, and (2) the differences between the organizational commitment of men and women. Respondents included 104 police and firefighters of different rank, educational levels, tenure, and gender, from departments in the southeastern region of the United States. The data analysis included regression analysis and one way ANOVA. The results showed that for affective commitment, only two leadership practices were positively related: Inspiring a Share Vision and Enabling Others to Act. For continuance commitment, none of the five leadership practices were positively related; and for normative commitment: Enabling Others to Act was the only leadership practice positively related. There were differences between men and women on organizational commitment. Women scored significantly higher on affective commitment than did men, while men scored higher on continuance commitment.
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Liu, Yi. "When change leadership impacts commitment to change and when it doesn't: a multi-level multi-dimensional investigation." Diss., Georgia Institute of Technology, 2009. http://hdl.handle.net/1853/33856.

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Recent research has urged more comprehensive theoretical development and empirical validation in the field of organizational change. This study is aimed at further developing the change leadership construct and investigating its effect on employees¡¯ commitment to a particular change, along with investigating the moderating roles of leaders¡¯ general transformational leadership styles and subordinates¡¯ affective commitment to the larger organization. The results for the change leadership measure suggest that change leadership behaviors encompass two factors¡ªleaders¡¯ change-selling behavior and change- implementing behavior. Hierarchical linear modeling results indicate that the two aspects of change leadership have different effects on employees¡¯ affective commitment to change. Results on the three-way interaction also provided a more comprehensive view of organizational change situations. Additional theoretical and empirical implications are discussed.
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Lester, Matthew Pete. "Authentic Leadership: Relationship Between Leader Quality of Communication and Organizational Commitment." Diss., Tennessee Temple University, 2014. http://hdl.handle.net/10919/88062.

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This quantitative research was a descriptive, statistical analysis that answered the question: "How does authentic leadership practices and the leader's quality of communication relate to organizational commitment?"
Doctor of Philosophy
Leadership practices
Leadership history
Leadership diversity
Leadership Communication
Organizational commitment
Communication Satisfaction Questionnaire
Organizational Commitment Instrument
Authentic Leadership Questionnaire.
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18

Keskes, Imen. "Transformational leadership and organizational commitment : mediating role of leader-member exchange." Doctoral thesis, Universitat Politècnica de Catalunya, 2014. http://hdl.handle.net/10803/283985.

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In the present thesis a theoretical and empirical study of the relationship between transformational leadership (TL) styles and organizational commitment (OC) is performed. These two concepts are examined as multidimensional constructs and are empirically tested within a French speaking population. The main objective of this study is to examine the mechanisms through which dimensions of TL influence different forms of OC by testing the possible mediating role of leader member exchange (LMX). The present thesis consists of six chapters and a brief summary of each one is given below: The first chapter is introductory in nature. It introduces the concepts of TL, OC and LMX and the motivation for this research. It provides a brief summary of previous scientific work on the topic and it outlines the purpose and specific objectives of each chapter. In the second chapter, a study and discussion of the relationship between leadership styles and OC dimensions is carried out. An extensive literature research is performed in order to understand leadership and OC as well as the relationship between these two concepts. Although there is considerable research which suggest that TL is positively associated with OC in a variety of organizational settings and cultures, there is little empirical research focusing on the precise ways in which style of leadership impacts employee OC. Some critics about previous empirical and theoretical studies are presented and a number of areas for future research are developed. In the third chapter, the English TL questionnaire (TLQ) (Rafferty and Griffin, 2004) is translated into French using a back-translation technique. The validity and reliability of this instrument within two samples of French speaking populations is tested (Tunisia and France). Internal consistency is assessed using Cronbach alpha coefficient. The construct validity is verified using the exploratory and confirmatory factor analysis. The results support a four-factor model of TLQ which consists of vision, supportive leadership, intellectual stimulation and personal recognition.These findings have shown adequate psychometric properties and have provided preliminary support for the construct validity of the proposed French version of the TLQ. In the fourth chapter, the English OC questionnaire (OCQ) (Meyer et al, 1993; Powell and Meyer, 2004) is translated into French and the validity and reliability of this instrument within the two samples of French speaking population is tested. The results have supported a 4-factor model of OCQ of the original questionnaire. These findings have shown adequate psychometric properties and have provided preliminary support for the construct validity of the proposed French version of the OCQ. In the fifth chapter, some models that take into account the diverse dimensions of TL and the different forms of OC are proposed and tested by examining the role of LMX as a mediator between them. To verify the models, two types of validity tests are considered: the convergent validity and the discriminant validity. To test the direct hypothesis, Pearson's correlation and Betas in structural model are used. To test the mediation hypothesis, two methods are used: Baron and Kenny method and a nested model method. The results revealed that the proposed models are confirmed. These findings are important since previous research did not test these variables together. Finally, the last chapter summarizes the contribution of this thesis. The possible directions of further research work are also discussed in brief.
En la presente tesis se realiza un estudio teórico y empírico de la relación entre los estilos de liderazgo transformacional (TL) y el compromiso organizativo (OC). Estos dos conceptos son examinados como constructos multidimensionales y se han evaluado empíricamente en una población de habla francesa. El objetivo principal de este estudio es examinar los mecanismos mediante los cuales las dimensiones de TL influyen en las diferentes formas de OC analizando el posible papel mediador de la calidad de la relación entre líder y miembro de la organización (LMX). La tesis consta de seis capítulos: El primer capítulo introduce los conceptos de la TL, OC y LMX y la motivación para esta investigación. Se ofrece una breve exposición de los antecedentes y se expone el propósito y los objetivos específicos de cada capítulo. En el segundo capítulo, se reporta el estudio y la discusión de la relación entre los estilos de liderazgo y dimensiones de OC. Se ha realizado una extensa revisión de la literatura sobre la relación entre TL y OC. Aunque investigaciones previas indican que el TL se asocia positivamente con OC en una variedad de contextos organizacionales y culturas, hay poca investigación empírica sobre la relación entre estilos de liderazgo y las diferentes dimensiones de liderazgo transformacional. En el tercer capítulo, se traduce al francés el transformational leadership questionnaire (TLQ) (Rafferty y Griffin, 2004). También se evaúla la validez y fiabilidad de este nuevo instrumento con dos muestras de poblaciones de habla francesa (Túnez y Francia). La consistencia interna se evaluó mediante el coeficiente alfa de Cronbach. La validez de constructo se verificó mediante los análisis factoriales exploratorio y confirmatorio. Los resultados apoyan un modelo de cuatro factores de TLQ que consiste en la visión, el liderazgo de apoyo, estímulo intelectual y reconocimiento personal. La escala así obtenida ha mostrado propiedades psicométricas adecuadas y han proporcionado apoyo preliminar para la validez de constructo de la versión francesa propuesta del TLQ. En el cuarto capítulo, el organizational commitment questionnaire (OCQ) (Meyer et al, 1993; Powell y Meyer, 2004) se tradujo al francés, y se ha evaluado la validez y fiabilidad de este instrumento con las dos muestras de poblaciones de habla francesa. Los resultados han apoyado un modelo de 4 factores de OCQ del cuestionario original. Estos hallazgos han mostrado propiedades psicométricas adecuadas y han proporcionado apoyo preliminar para la validez de constructo de la versión francesa propuesta del OCQ. En el quinto capítulo, se proponen algunos modelos que tienen en cuenta las diferentes dimensiones del TL y el OC son propuestos y evaluados empíricamente, teniendo en cuenta el papel mediador del LMX. Para verificar los modelos, se consideran dos tipos de pruebas de validez: la validez convergente y la validez discriminante. Para probar las relaciones directas, se utiliza la correlación de Pearson y los coeficientes beta del modelo estructural. Para probar las hipótesis de mediación se utilizan dos métodos: el método de Baron y Kenny y comparación de modelos estructurales anidados. Los resultados confirman los modelos propuestos. Estos hallazgos son importantes ya que la investigación anterior no probó estas variables juntas
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Alyami, Mansour. "Leadership style and organizational commitment among nursing staff in Saudi Arabia." Thesis, University of Sheffield, 2013. http://etheses.whiterose.ac.uk/3951/.

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Objective: This study aims to examine the relationship between nurse managers' leadership style and nurses' organizational commitment in Saudi Arabia. Background: The contribution that nurses make to healthcare systems is fundamental to meeting the goals of the organization in providing safe and high quality health care services. Quality of care can thus be jeopardized by a shortage of nurses: a problem of increasing concern in Saudi Arabia. Design and methods: The study used a quantitative methodological approach: the Multifactor Leadership Questionnaire (1995) was used to measure nursing leadership styles, and the Organizational Commitment Questionnaire (Mowday et al., 1979) was used to assess organizational commitment. Data was collected in a one-stage cluster random sample of 219 nurses and nurse manager from two medical cities in Riyadh, Saudi Arabia. Results: Transformational and transactional leadership were the two most dominant leadership styles as perceived by nursing managers and their staff in the sample. Both nurse managers and staff nurses considered the transformational leadership style to be the most frequent followed by the transactional leadership style. However, differences between the perceptions of nurse managers and their staff as to their leadership style were apparent. Nurse managers' self-rating scores were higher than their nursing staff rating scores on all five transformational, and two transactional, leadership styles. Overall, the level of organizational commitment was higher in nurse managers than nursing staff. In both, nurse managers and nursing staff, there was a positive relationship between transformational and transactionalleadership styles and the commitment to stay. Transactional leadership displayed a strong positive relationship with organizational commitment. However, after controlling for the influence of manager/staff statues, nationality, and hospitals, transformational leadership styles was the strongest contributor to the organizational commitment. Perceptions of both, transformational and transactional leadership styles, increased with age for nurse managers and nursing staff; however, there was no concrete relationship between the length of experience and the perception of leadership style. Conclusion: Transformational leadership enhances organizational commitment, which can result in enhanced staff retention. If the nursing workforce is well managed and the retention of nurses is enhanced, better health outcomes for patients could be the result. An understanding of the relationship between leadership and organizational commitment, which is a predictor of nursing retention, is of paramount importance. Introducing the Full Range of Leadership model to the Saudi nursing system will help to prepare Saudi nurses for positions as nurse managers and leaders. This will not only develop and strengthen the health care system in Saudi Arabia but will also contribute to the "Saudization" programme.
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Buck, Victoria Bohannon. "The Impact of Transformational Leadership on Nonprofit Volunteer Engagement and Commitment." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5310.

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Nonprofit leadership attributes exert a significant effect on the nonprofit volunteer workforce to provide optimal service delivery to communities. Meeting the local community demands challenges nonprofit leadership to model inspirational behavior and attitudes that may motivate workers to transcend personal aspirations to support organizational goals more effectively. The purpose of this quantitative, correlational study was to determine whether transformational leadership influences the level of commitment and engagement of volunteer workers in nonprofit organizations. A theoretical framework based on transformational leadership guided the research. The research questions addressed the relationships between transformational leadership and nonprofit volunteer engagement and commitment. A sample of 111 U.S. volunteers provided the data by completing an online survey containing questions from the Multifactor Leadership Questionnaire 5X Short, the Utrecht Work Engagement Scale, and the Organizational Commitment Questionnaire. Simple linear regression was used to test the relationship between the independent variable, transformational leadership, and the dependent variables, engagement and commitment and their subscales. The results indicated a significant positive relationship between transformational leadership and nonprofit volunteer engagement and commitment, and transformational leadership and 8 of 9 subscales of the dependent variables. Transformational leadership positively impacts social change by effectively motivating the nonprofit volunteer workforce, thereby enhancing service delivery to local communities.
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Golpayegani, Konstantin, and Asif Wazed Mahmood. "Authentic Leadership; A role to play in Emotional Commitment and Organizational Culture." Thesis, Umeå universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-160590.

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Were we ever in doubt of how true we are to ourselves and to others? Have we ever asked why we do what we do? Witnessing the history of great leaders like Martin Luther King Jr., Walt Disney, Steve Jobs and Sam Walton – they all believed in a cause and took actions to realize that belief which resulted in trust and loyalty. But, how come people with great ideas often fail to create an image? The cause is not that the ideas are faulty but rather the absent sense of purpose. And the purpose is realized when we have a clear sense of “Why”. Having a purpose translates to being true to oneself and eventually to others – being authentic. We wholeheartedly believe that, the hierarchical management structure is no more ideal in the contemporary world since it limits the freedom of creativity. Due to the changing and competitive nature of the world, the recognition of individual effort is crucial. When we believe in something that people can relate to, they will follow us. The followership results in increased commitment and the organizational culture is the embraced behavior. To understand the role of authentic leadership with regard to employee emotional commitment and organizational culture, we conducted a qualitative descriptive study involving 8 participants from around the world and using 3 case studies. The findings revealed some interesting insights in developing authentic leadership in organizations. One of the results unfolded that despite the cultural and geographical magnitude, the word authenticity has a common understanding “being true to oneself and to others”. The results also highlighted that, authentic leadership plays a major role in fostering organizational commitment unlike the financial incentives. Moreover, depending on the context, the rigidity of organizational culture may change. As a final finding, the organizational emotional commitment shapes the organizational culture as the leader pictures it. Do your actions meet your words or is it perhaps time to change?“ Your actions and your words should always agree with each other. Do not say one, then do another”
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LeBreton, Daniel Lawrence. "Leader Influence Behavior, Follower ILTs, and Follower Commitment: A Multilevel Field Investigation." Diss., Virginia Tech, 2008. http://hdl.handle.net/10919/27287.

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Surveys and a brief-interval longitudinal design were employed to investigate the relationships between selected proactive leader influence behaviors (PLIBs) and followersâ commitment to their leaders. Selected elements of followersâ implicit leadership theories (ILTs) were expected to moderate the PLIBs â commitment relationships. Hypotheses were generated and tested in order to determine the extent to which (1) PLIBs constituted group-level phenomena and (2) PLIBs and ILTs were related to follower commitment. Empirical evidence did not support treating PLIBs as group-level variables. While PLIBs were related to commitment, hypotheses specifying ILT dimensions as moderators of the PLIB â commitment relationships were not supported.
Ph. D.
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Ekeland, Terry Paul. "The relationships among affective organizational commitment, transformational leadership style, and unit organizational effectiveness within the Corps of Cadets at Texas A&M University." Diss., Texas A&M University, 2005. http://hdl.handle.net/1969.1/3150.

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Organizational commitment and transformational leadership have been found to correlate positively with each other and with organizational effectiveness. However, much of the commitment research has been based on traditional organizations with employment relationships, raising questions as to whether the research can be generalized to voluntary organizations. Research on transformational leadership has occurred across a broad spectrum of organizations and causal links to objective measures of performance have been hypothesized. The purpose of this research was to extend the existing commitment, leadership, and organizational effectiveness research into the context of a voluntary organization, and contribute new knowledge and understanding of these relationships. The nature of a specific voluntary organization, the Corps of Cadets at Texas A&M University, was examined in terms of the relationships among affective commitment to the organization, transformational leadership style, and ultimately organizational effectiveness. A hypothesized causal model was proposed to explain the relationships among these three variables. The Affective Commitment Scale and Multifactor Leadership Questionnaire were found to be valid and reliable in the voluntary organization examined. Consistent with prior research, a significant positive correlation was found between affective commitment and transformational leadership. However, extending this relationship to organizational effectiveness through the hypothesized causal model was not supported.
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Byrne, Judith A. "An Assessment of the commitment residential treatment facilities have to effective leadership." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1999. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1999.
Source: Masters Abstracts International, Volume: 45-06, page: 2935. Typescript. Abstract precedes thesis as 2 preliminary leaves. Includes bibliographical references (leaves 64-69).
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Pope, Zinsser Kam Lara. "Adjunct Faculty| Perception of Leadership Styles, Leadership Outcomes, and Organizational Commitment in Online and Faith-Based Education Settings." Thesis, Hardin-Simmons University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10634594.

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Research indicates that adjunct faculty continues to grow in the higher education setting. Overall, universities continue to hire adjunct faculty to facilitate online courses and as a cost saving measure. While institutions continue to rely on adjunct faculty, a disconnection exists between the adjunct and the higher education administrators. This study examined adjunct faculty members’ outcomes (i.e., effectiveness, extra effort, and satisfaction) based on their perceptions of department heads’ leadership styles (i.e., transformational, transactional, and laissez-faire). In addition, the researcher examined adjunct faculty members’ organizational commitment (i.e., affective, normative, and continuance) to the online and faith-based higher education environments. Participants in this study included adjunct faculty members representing two universities: a faith-based and an online university. This study utilized the full range leadership model (FRLM) and the three-pronged organizational commitment questionnaire (OCQ) to measure leadership styles, leadership outcomes, and commitment. Perceived transformational and transactional contingent reward leadership styles reflected a significant (p < .001) positive predictive relationship with the leadership outcomes (i.e., effectiveness, extra effort, and satisfaction). Passive leadership styles showed a significant (p < .001) negative predictive relationship with the leadership outcomes. Additionally, the adjunct faculty’s affective commitment revealed a significant (p < .001) positive predictive relationship with normative commitment.

The study identified the need for organizations to employ a full range of leadership styles, specifically transformational and transactional contingent reward styles, for adjuncts to exceed university administrators’ expectations in effectiveness and extra effort (Bass & Avolio, 1995/2004). The study adds to leadership styles and adjunct faculty organizational commitment studies in the online education setting (DeLotell, 2014). In conclusion, this study revealed a need for further research in higher education relationships between university administrators and adjunct faculty members.

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Dannhauser, Zani. "The relationship between servant leadership, follower trust, team commitment and unit effectiveness." Thesis, Link to the online version, 2007. http://hdl.handle.net/10019/375.

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Sudjadi, Achmad. "Leadership styles, organisational commitment, and job satisfaction in normative and utilitarian organisations." Thesis, University of Liverpool, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.417297.

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Piong, Chee Kiong. "Servant Leadership, Organizational Commitment, and Perceived Organizational Support in the Restaurant Industry." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3199.

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The high employee turnover rate in the U.S. restaurant industry constitutes a major expense for restaurants. The research problem for this study was to determine if restaurant employees' perceptions of their supervisor's servant leadership practices were associated with the employees' organizational commitment and perceived organizational support, which have been shown to reduce turnover. Greenleaf's servant leadership theory provided the theoretical framework. The research question for this study was whether restaurant employees' perceptions of their supervisor's servant leadership practices were associated with the employees' organizational commitment and perceived organizational support, thereby potentially reducing employees' turnover rate. A purposive sample of 88 nonsupervisory employees of several South Florida casual dining restaurants completed a demographic questionnaire, short forms of the Servant Leadership Scale and Survey of Perceived Organizational Support, and the Organizational Commitment Scale. Correlation analysis was used to determine any significant (p < 0.5) relationships between the independent and dependent variables. The study correlation results suggested that instituting a servant leadership approach may enable casual dining restaurants to raise their nonsupervisory employees' organizational commitment and perceived perception of organizational support, thereby possibly retaining them longer. The findings have implications for social change because they may motivate casual dining restaurants to institute servant leadership, thereby potentially increasing the well-being and job satisfaction of their employees and the service experience of their customers.
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Hinds, Simone. "Influence of Organizational Culture and Leadership Styles on Nonprofit Staff Members' Commitment." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6335.

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Organizational culture and leadership styles of a leader are important to staff members' commitment in a nonprofit organization, yet little is understood about the role of leadership style and the degree to which staff are committed to organizational effectiveness in nonprofit organizations. Using Avolio and Bass' conceptualization of transformational leadership as the theoretical foundation, the purpose of this descriptive study was to examine the organizational culture, leadership styles, and nonprofit staff members' commitment in 1 large organization in the United States. Survey data were collected (N = 100) through an instrument that combined Cameron and Quinn's Organizational Cultural Assessment and Avolio and Bass's Multifactor Leadership Questionnaire. These data were analyzed using descriptive statistics to examine organizational culture relative to leadership style. The statistical analyses in this study examined organizational commitment and organizational culture in each leadership style. There were differences in the proportion of organizational commitment and organizational culture among leadership style, which were measured using coefficients of variation. Notably, when participants perceived a leader to exhibit transformational leadership traits, there also were greater proportions of perceptions of organizational commitment and positive organizational culture within those groups. The implications for positive social change stemming from this study include recommendations to organizational leadership to identify the employees' backgrounds, cultures and practice, and to determine the organizational culture's relevance. These recommendations may increase engagement and job satisfaction, thus reducing turnover, increasing profitability and influencing organizational commitment, resulting in a highly productive workforce.
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Anderson, Lorraine Elizabeth. "Relationship Between Leadership, Organizational Commitment, and Intent to Stay Among Junior Executives." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1184.

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Executive-level attrition rates from retiring baby boomers may result in a shortage of qualified junior executives to replace the retirees. The purpose of this correlational study was to examine the efficacy of leadership style and organizational commitment in predicting intent to stay among junior executives. The Multifaceted Leadership Questionnaire, Three-Component Model (TCM) Employee Commitment Survey, and Intent to Stay Scale were administered to 147 junior executives employed in the southern region of the United States. Motivation theory served as the theoretical foundation in this study. The results of the bivariate regression were significant, F(1, 105) = 27.82, p < .001, R2 = .21, suggesting that leadership style significantly predicted intent to stay. The results of the multiple linear regression were significant, F(2, 104) = 19.42, p < .001, R2 = .27, suggesting that the model as a whole was able to significantly predict intent to stay. Affective commitment, B = 0.64, p < .001, was the only significant contributor to the model. The implications for positive social change include the potential to provide senior management with a better understanding of factors that relate to junior executive retention. The potential exists to provide senior executives with the necessary tools to increase retention. The social change implications include the potential for senior management to create a more desirable workplace, higher job satisfaction, and overall organization environment, making it more desirable to stay with the organization.
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Goe, Marie S. N., and Priscilla Martey. "The influence of leadership on employee commitment to small and medium enterprises." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-32828.

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Waheedi, Mohammad Berger Bruce A. "Commitments to change in pharmacy schools does leadership matter? /." Auburn, Ala., 2005. http://hdl.handle.net/10415/1284.

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Gordon, Shelby Denise. "Leadership's Role in Teachers' Commitment and Retention| A Case Study Analysis." Thesis, Delaware State University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10811608.

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Teacher turnover is a systemic problem that negatively impacts student success and contributes to the achievement gaps in hard-to-staff schools. Also, in the United States, teacher attrition is a financial burden that diminishes educational resources. The purpose of this study is to explore three models to provide an in-depth understanding of the precise leadership practices that enhance the commitment and retention of teachers. The research grounded in the Path-goal theory utilized a comparative case study method to explore the teacher attrition phenomenon. The following three research questions guided the investigation of three purposefully selected cases to provide a thorough explanation of the problem: (1) What is the relationship between leadership behavior and retention? (2) What is the relationship between leadership behavior and teacher commitment? (3) What are the specific leadership behaviors that promote teacher commitment and retention? Holistic coding and a cross-case analysis revealed that leadership directly influenced teachers’ commitment, and teachers’ commitment had a significant impact on retention. Specifically, supportive leadership practices with a focus on emotional support positively affected teachers' commitment and retention. An aggregation of the identified codes prompted the formation of seven themes for supportive leadership practices that contribute to teacher commitment and retention. The thematic descriptions led to the theoretical composition of seven specific situational leadership practices that positively supported teacher retention.

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Washington, Rynetta R. "Empirical relationships among servant, transformational, and transactional leadership similarities, differences, and correlations with job satisfaction and organizational commitment /." Auburn, Ala., 2007. http://repo.lib.auburn.edu/2007%20Spring%20Dissertations/WASHINGTON_RYNETTA_3.pdf.

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35

Keawchaum, Supannee. "How transformational leadership influences organisational learning capability, psychologial contract and performance : a mixed methodology research in a Thai case study." Thesis, University of Aberdeen, 2017. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?pid=231766.

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This study aims to contribute to our understanding of how transformational leadership (TFL) influences organisational learning capability (OLC), psychological contract and performance, as well as the process by which OLC and psychological contract mediate the relationship between TFL and performance. These concepts are widely studied in the western context. This study also aims to examine how applicable these concepts are to a nonwestern context. This study furthermore focuses on investigating two sample groups, namely subordinates and managers, who represent the employee as well as the employer perspective, in contrast to the vast majority of existing works which focus only on one of these two perspectives. This study selected a mixed-methodology case study as its research methodology. This study selected a market-leading company in the consumer-electronics business in Thailand for its single case study, in order to investigate the contextual dimension through in-depth analysis, particularly looking at the relationship and friendship culture emphasised in Thai culture, which is ignored in the western context. The mixed-methodology approach, including quantitative and qualitative methodologies, is utilised. The quantitative research focuses on surveys. In the qualitative research, semi-structured interviews are conducted, together with observations and documentary analysis. The findings reveal that TFL directly influences OLC, psychological contract and performance. However, the challenge comes when we seek links in the research with OLC and work performance. This study suggests that the TFL concept based on Bass (1985) may not be entirely applicable to the Asian context. This research found instead that managers who support only the development of their subordinates' competence cannot be expected to enhance performance. It is important for managers to engender commitment in subordinates. The relationship between managers and followers is a significant factor for performance improvement. If the relationship between managers and subordinates is good, they will help each other to achieve their goals. Therefore, this study suggests that, in applying the TFL concept to the Asian culture, the definition of TFL should be changed to focus not only on the development of subordinates' competence, but also their commitment. This research suggests that HR plays a key role in the organisation by developing managers so that they feel effective enough to develop their subordinates. This research also identifies that senior management has a powerful role to play in reinforcing trust and loyalty to the employees.
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Gonçalves, Bárbara Agostinho. "What makes a good team? : Following the example of sport teams." Master's thesis, NSBE - UNL, 2010. http://hdl.handle.net/10362/10300.

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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics
Given the incontestable importance of knowing to work in teams within contemporary organizations, a need for greater understanding of group dynamics and what should be a real team arises. Through the study of five sports teams, this project found four essential factors that constitute a solid base for the success of any team: Effective Leadership, Organizational Support, Strong Positive Relationships and Real Commitment to the team objectives.
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Jorgensen, Raymond D. "Leading learning through imposition of leadership learning standards." [Tampa, Fla.] : University of South Florida, 2003. http://purl.fcla.edu/fcla/etd/SFE0000121.

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Bingham, George D. "PERSONAL POWER AND TRUST AS MEDIATORS OF THE RELATIONSHIP BETWEEN SERVANT LEADERSHIP AND AFFECTIVE ORGANIZATIONAL COMMITMENT." NSUWorks, 2017. http://nsuworks.nova.edu/hsbe_etd/130.

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This research was designed to investigate the potential mediating role of personal power and of trust in the relationship between servant leadership and affective organizational commitment. The research responds to calls for increased understanding of the mechanisms at work between leadership models and outcomes. Especially unique in the available literature is the quantitative study of the relationship between servant leadership and personal power. All of the constructs in the research model are based on existing instruments, including those developed for personal power (PP; Hinkin & Schriesheim, 1989; Raven, Schwarzwald, & Koslowsky, 1998), trust (T; Mayer & Gavin, 2005), servant leadership (SL; Winston & Fields, 2015), and affective organizational commitment (AOC; Allen & Meyer, 1990), and were measured as follower perceptions and attitudes. Social exchange theory was used as the theoretical basis of the proposed model (Blau, 1964; Emerson, 1962). This includes the perspective of social power and trust being characteristic of exchange relationships as opposed to attributes of an individual. Linear regression was performed using IBM® SPSS® (SPSS), and mediation was evaluated using the approach from Baron and Kenny (1986). The hypotheses for the positive relationship between SL and AOC, and for mediation of the SL-AOC relationship by PP were supported. Structural equation modeling (SEM) was used in confirmation analysis. The hypothesis for T as a mediator in the relationship between SL and AOC was not supported. Further ad hoc analysis suggests SL and PP as serial mediators in the relationship between T and AOC. Implications for academic and practitioner applications are discussed.
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39

Duncan, Patrick L. "Perceived servant-leadership attributes, union commitment, and union member participation| A quantitative analysis." Thesis, Capella University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3684039.

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This study represented an initial effort to systematically examine the effects of the perception of servant-leadership attributes in union leaders on the commitment and participation levels of union members. Using Barbuto and Wheeler's (2006) Servant Leadership Questionnaire, and Gordon, Philpot, Burt, Thompson and Spiller's (1980) Commitment to the Union Scale, 535 members of a U.S.-based, national healthcare union rated their union leaders on servant-leadership attributes, and answered a series of questions designed to assess their level of union commitment. Additionally, demographic and participation information was collected. A combination of descriptive statistics, and Baron and Kenny's (1986) mediation methodology was used to determine the relationship between servant-leadership attributes, union commitment attributes, and an overall participation score. Demographic information was used to determine generalizability. The results of this study indicate that each attribute of servant-leadership showed a relationship with overall union member participation and with each attribute of union commitment. The only instance in which an attribute of union commitment consistently mediated the relationship between servant-leadership and overall union member participation was union loyalty. While the respondents in this study reported lower scores on those attributes of servant-leadership and union commitment that emphasize the personal over the collective, this does not negate the statistical significance of the impact on servant-leadership on union commitment. The results of this study confirms that, in the case of the sponsoring organization, servant-leadership is a viable leadership paradigm with the potential to increase both commitment to the union-as-organization, as well as increasing overall union member participation.

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Lin, Chia-Yu, and 林家玉. "Transformational Leadership, Organizational Climate and Organizational Commitment." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/gxedk3.

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碩士
淡江大學
管理科學學系企業經營碩士在職專班
106
This research is presented for transformational leadership, organizational climate and organizational commitment relationship to analyze how the managers is the organization to apply the appropriate leadership style, create a nice organizational climate, form a group cohesiveness and effectively enhance employee organizational commitment. The questionnaire is conducted to the staff for the study, receiving 330 questionnaires with 12 invalid questionnaires. Factor analysis, correlation, and regression analysis are used for analysis. The empirical analysis of the results are as follows. 1. The transformational leadership has a significantly postive impact on the organizational climate. 2. The organizational climate has a significantly postive impact on organizational commitment. 3. Transformational leadership has a significantly postive impact on organizational climate. 4. Transformational leadership, organizational climate, and organizational commitment have a significant relationship. Key Words: Transformational Leadership, Organizational climate, group cohesiveness and Organizational commitment.
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41

Hu, Chih-Ying, and 胡秩穎. "The Moderating Effect of Authentic Leadership between Differential Leadership and Organizational Commitment." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/29gexz.

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碩士
崑山科技大學
企業管理研究所
106
The current type of force changes due to the times, the increase in the number of volunteer services and the opening of the information media,so the leader of the leadership must change the old leadership model.Therefore, this study uses the leadership behavior of the Chinese enterprise organization due to the social culture, the Differential leadership, to discuss how the leadership behavior affects the army officers, soldiers and then produce the commitment to the army. The purpose of this study is to examine whether the supervisor's poor leadership behavior affects the nature of the subordinate identity unit, its commitment to the organization, and the relationship between Authentic leadership to verify the interaction to regulate the relationship between the differential leadership and the organizational commitment . In this study there are three aspects to look into: the first does the “differential leadership” of the chief managers relate to the "organizational commitment" of the subordinate? The second, does the “authentic leadership” relate to the "organizational commitment" of the subordinate? The third, does the " authentic leadership " regulate the relationship between " differential leadership " and "organizational commitment" Compile the unit staff questionnaire data, analysis to make specific recommendations for the follow-up management leadership guidance.
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Hlongwane, Veronica Catherine. "The relationship between authentic leadership and organisational commitment." Diss., 2016. http://hdl.handle.net/10500/22708.

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The aim of this quantitative study was to determine the relationship between authentic leadership (AL) and organisational commitment (OC) in a State hospital in South Africa. In this study AL was measured by means of the Authentic Leadership Questionnaire (ALQ) while OC was measured by the Organisational Commitment Questionnaire (OCQ). The self-report paper-and-pencil questionnaires were administered to a convenience sample of 222 participants in a State hospital in South Africa. The ALQ produced a Cronbach alpha coefficient of 0.815, while the OCQ produced a Cronbach alpha coefficient of 0.891, both of which were considered adequate for the purpose of the current study. Results indicated that there is a statistically significant positive relationship between Overall AL and Overall OC (r = 0.19, p ≤ 0.05). Results also indicated a statistical significant positive correlation between Overall AL and the three OC dimensions, namely Affective Commitment (r = 0.12, p ≤ .05), Continuance Commitment (r = 0.13, p ≤ .05) and Normative Commitment (r = 0.20; p ≤ .05). All the correlation coefficients obtained, although statistically significant at the 0.05 level, were of small practical effect, ranging from a low of 0.12 to a high of 0.20. These small correlations indicate that the relationships between the variables were weak, despite being statistically significant. The results of the regression analysis conducted indicated that AL accounted for a statistically significant amount of variance of Overall OC (adjusted r2 = 0.03, F (1.218) = 8.38, p ≤ 0.05), and of one of its three dimensions, namely Normative Commitment (adjusted r2 = 0.04, F (1.218) = 9.52, ρ ≤ 0.05). However, AL was unable to significantly predict the two dimensions of Continuance Commitment and Affective Commitment. Although two of the regression scores obtained in this study were statistically significant, the amount of variance they explained was extremely small, ranging from a low of 3% to a high of 4%. These results indicate that AL can predict the Overall OC and the Normative Commitment of a sample of participants in a State Hospital in South Africa. Limitations of the empirical study were the small sample size that was used in this study (n = 222), and the fact that the study was conducted in a single State Hospital, making the generalisation of results to other State or Private Hospitals in South Africa problematic. It was also recommended that due to the importance of AL as a contemporary approach to leadership, it should be studied further to determine its relationship with other organisational variables besides OC.
Industrial and Organisational Psychology
M. Com. (Industrial and Organisational Psychology)
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43

Yu-Chen, Su, and 蘇鈺媜. "The Influence of Coaching Leadership on Organization Commitment." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/07332468601922324300.

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碩士
朝陽科技大學
企業管理系
103
The force that promotes business organizations toward excellence comes not only from the employees’ willingness to pay their efforts and loyalty to the organizations but more importantly, how much the leaders are willing to pay and commit for the development of the employers. How much commitment employers are willing to pay for the organizations depend on the level of commitment by the organizations. To investigate the factors that influence the level of commitment by the organizations, mostly come from the leadership of the heads. Coaching leadership focuses on the complementary relationship between leaders and subordinates. This study believes that if business leaders can transform themselves into a trainer type, they can influence employers’ recognition and commitment toward the organizations, with this complementary relationship, success of the individual and organization can be achieved, and it is the focus of attention that all enterprises are concerned about currently. Purpose of this study is to investigate influences that coaching leadership and organization commitment can bring, the research subjects are general group athletes of colleges, 133 questionnaires were distributed with 100% of overall response rate. SPSS statistical software was adopted as statistical analysis tool. We have the following findings in the research result: 1.There is significant difference in coaching leadership to organization commitment. 2.There is significant difference in different individual to coaching leadership. 3.There is significant difference in different individual to organization commitment.
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Chang, Hua-Jen, and 張化仁. "The relationship between transformational leadership and organizational commitment." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/11037685893885747759.

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博士
大葉大學
管理研究所博士班
98
Leadership is an important factor influencing organizational success. Transformational leadership refers to a form of leadership that stimulates team members to develop a sense of mission that exceeds the objective of obtaining reward. A literature review shows that majority of past researches were focused on the impact of various dimensions of transformational leadership on organizational commitment as well as the inconsistent relationship between the two constructs. Therefore, the purpose of this study is to examine the effect of transformational leadership on employees’ organizational commitment. The paper further clarifies the possible connection between the two constructs and the potential moderator of organizational culture, with an aim of proposing a more rigorous model to be generalized to other firms. This study samples including 445 employees and 88 managers. This research further adopts a cross section methodology and convenience sampling. Variables are divided into two levels. Level 1 includes variables individual transformational leadership, organizational commitment, and empowerment, while level 2 includes organizational culture. Empirical results show that transformational leadership significantly influences the 3 dimensions of organizational commitment; organizational culture moderates the relationship between transformational leadership and the affective and continuance commitment dimensions of organizational commitment; evidence that organizational culture moderates the relationship between transformational leadership and the normative commitment dimension of organizational commitment is negative present; and empowerment moderates the relationship between transformational leadership and the three dimensions of organizational commitment. The conceptualization of the proposed Multilevel Moderated Mediation (M-M-M) modeling is by integrating the ideas of multilevel mediation proposed by Krull and MacKinnon in 1991 and 2001, and together with the analysis of cross-level interaction. According to the empirical results, this study further explores the ways to implement transformational leadership. Recommendations for future studies and managerial implications are subsequently proposed.
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Kriel, Ignatius Gerhardus. "Developmental leadership behaviour and effective commitment : an explorative study." Diss., 2008. http://hdl.handle.net/10500/2695.

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This mini thesis is aimed at establishing the relationship between developmental leadership and affective commitment as it presents itself across four levels of leadership within FNB Branch Banking. The four leadership levels targeted for research are Area Managers, Branch Managers, Administration Managers and Co-ordinators. The researcher used an Ex post facto research design in a natural field setting, formulating the research hypothesis that there is a statistically significant positive correlation between developmental leadership behaviours and affective commitment as reported by those whom directly reported to the four levels of leadership. Using 919 responses, the results of the statistical analysis showed all four leadership levels having a strong positive correlation between developmental leadership behaviours and the affective commitment of direct reports at a 99% confidence level. Finally the research also found that age has a statistically significant relationship with affective commitment and this should be examined in further research.
Human Resource Development
M. Tech. (Human Resources Development)
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LAI, WAN-SHAN, and 賴菀珊. "The Study of the Relationship among Transactional Leadership, Transformational Leadership and Job Commitment." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/ef44dt.

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碩士
朝陽科技大學
企業管理系
106
Due to a rapidly changing global environment, the relationship between leadership models and work commitment shows the significant influences on the sustainable development and organizational growth in enterprises, which are also as important as in armies. A nation’s armies are taken as an indicator of her military combat capability potentials. The purpose of this study was to explore the relationships among transactional leadership and transformational leadership on work commitment in Taiwan armies. A questionnaire survey was conducted on the combat engineers in the central of Taiwan to collect research data. A total of 240 questionnaires were distributed, and 230 valid responses were obtained, the effective rate of 83%. The statistical analyses included descriptive analysis, one-way ANOVA, and canonical correlation analysis. The research findings are as follow: 1.There was a significant difference in the impacts of the transactional leadership on work commitment. 2.The transformational leadership has significant positive effects on work commitment as well. 3.There were some significant differences in work commitment among the combat engineers with different background variables.
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Lin, Jia-Rung, and 林家榮. "A Study of the Relationships among Transformational Leadership, Organizational Commitment and Leadership Effectiveness." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/52216233065178423256.

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碩士
世新大學
行政管理學研究所(含博、碩專班)
95
The purposes of study is to investigate the relationships among transformational leadership, organizational commitment and leadership effectiveness. Besides, it also probes into the mediating effects of organizational commitment between transformational leadership and leadership effectiveness with mediation causal steps test model (Baron & Kenny, 1986). The sample was 292 trainees held by Regional Civil Service Development Institute of C. P. A, Executive Yuan. The usable questionnaire was 277.The major findings as follows: The transformational leadership only has a partly significant positive effect on organizational commitment.(2) The organizational commitment has a significant positive effect on leadership effectiveness.(3) The transformational leadership has a significant positive effect on leadership effectiveness.(4)Organizational commitment is a mediator between transformational leadership and leadership effectiveness., and the complete mediation has occurred . Finally, theoretical and managerial implications are discussed based upon above result, and proceed suggestion for future research.
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Wu, Chih-Chiang, and 吳志強. "Research on Leadership Style, Job Satisfaction and Organizational Commitment." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/4jv54r.

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碩士
龍華科技大學
企業管理系碩士班
107
This study is intended to explore the relationship among leadership style, job satisfaction, job performance and organizational commitment. Therefore a questionnaire survey was adopted with office workers as respondents. A total of 180 questionnaires were distributed, and 170 were collected with 16 invalid and 154 valid. The following conclusions were obtained from the study: 1.The leaders inspirational motivation, intellectual stimulation, and idealized influence have a significant positive impact on employees job satisfaction in an enterprise. Therefore leaders of enterprises should focus on the leadership style of the inspirational motivation, intellectual stimulation, and idealized influence of the transformational leadership. 2.Employees job satisfaction in an enterprise has a significant positive impact on the organizations commitment. Therefore, a company should meet employees requirements and improve those aspects with which employees are unsatisfied so as to improve employees job satisfaction. 3.Leader’s inspirational motivation has a significant positive impact on employee’s organizational commitment. So leaders should pay much attention to the inspirational motivation of the transformational leadership in order to improve employee’s organizational commitment. 4.Transformational leadership will not directly impact on organizational commitment, and job satisfaction is needed to influence organizational commitment as a media. 5.Job performance has no interference effect on job satisfaction and organizational commitment.
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49

TZENG, YUI-RU, and 曾妤如. "The Relationship Study of Leadership Style and Organizational Commitment." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/78821569554159173987.

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Abstract:
碩士
開南大學
商學院碩士在職專班
105
Abstract Leadership is a process where the leader, through observation of interactions of organizational members, helps steer his members to focus on achieving a specific goal. Organizational commitments are attitudes or traits that enable organizational members to acknowledge the ideas of an organization and continue working for the organization. As a result, this study will explore the effect of leadership styles on organizational commitment and analyze how enterprises can take advantage of organizational commitments to achieve organization goals. Through empirical analysis, this study reveals that good transformational leadership can elevate emotional commitment, and good transactional leadership will elevate emotional, exemplary, and calculated commitments. Transformational leaders are better at elevating emotional commitments than transactional leaders. Transactional leaders can effectively increase exemplary and calculated commitments while transformational leaders exhibit negative effect on calculated commitment. This shows that organizations need to apply different leadership styles in order to obtain the commitment that an organization requires or else risk lowering the organizational commitments of employees. Based on these conclusions, we suggest that managers should mix leadership styles for optimal results. Schools should value and increase teachers commitments by encouraging young and single teachers to be more involved in school affairs, for example. In addition, different leadership styles should be valued during any organizational transition period since different leadership styles can all elevate organizational commitments.
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50

Chao, Mei-Hua, and 趙梅華. "Associations among Leadership Competency, Professional Commitment and Project Performance." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/09005828123973284511.

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Abstract:
碩士
淡江大學
企業管理學系碩士在職專班
104
In recent years, leadership has become a major concern in project management literature. Project leadership is critical to project performance. Some project managers develop leadership competency to improve project success. These project managers are also evaluating professional commitment for ways to improve project performance. Research on leadership competency and its effect on professional commitment and project success should offer tangible evidence of advantages from developing leadership competency. However, no empirical study has been done on the associations among leadership competency, professional commitment and project performance. Thus, the primary purpose of this research was to investigate the relationships among leadership competency, professional commitment and project performance. In addition, this study explores the mediating role of professional commitment in the relationship between leadership competency and project performance. The data were collected from February to March 2016. A total of 100 valid questionnaires were analyzed. The results of this study are as follows: 1.Leadership competency has a significant positive influence on professional commitment. 2.Professional commitment has a significant positive influence on project performance. 3.Leadership competency has a significant positive influence on project performance. 4.Professional commitment has mediating effect in the relationship between leadership competency and project performance.
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