Journal articles: '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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Robertus, Matin, and Heru Santosa. "The Effect of Transformational Leadership and Organizational Culture on Work Commitments in SMP Jakarta Selatan." Technium Social Sciences Journal 7 (April 23, 2020): 49–58. http://dx.doi.org/10.47577/tssj.v7i1.390.

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The purpose of this study is to determine the effect of transformational leadership, organizational culture on work commitments in junior high schools throughout South Jakarta. The study was conducted on work commitments to the study population 84 and sample selection 69 employees of the Education Office of North Bengkulu. This research uses a quantitative approach with a path analysis method. The results showed that: (1) transformational leadership had a direct positive effect on work commitment, (2) organizational culture had a direct positive effect on work commitment, (3) transformational leadership had a direct positive effect on organizational culture. Based on the results of research to improve teacher work commitments that need to be improved is Transformational leadership, organizational culture.

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Assaf, Nasser, Mohammad Al Qudah, and Anas Bashayreh. "Does Transformational Leadership Style effect on Employee Commitment in the Aviation Industry?" International Journal of Business and Management 11, no. 12 (November 20, 2016): 163. http://dx.doi.org/10.5539/ijbm.v11n12p163.

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<span lang="EN-US">The purpose of this study is to examine the relationship between perceived transformational leadership style and employee commitment in Royal Jordanian Airlines (RJA). Leadership plays a significant role in all fields of life, including the public, private, and non-profit sectors. The effectiveness of a given leadership style can be appreciated and evaluated based on the level of commitment displayed by followers. Multivariate Analysis of Variance (MANOVA) is the research methodology employed in the RJA’s study. The study utilizes Free Online Surveys link which included the transformational leadership questionnaires part from the Multifactor Leadership Questionnaires (MLQ) and the Three Components Models (TCM) Questionnaires. Results of this study showed a significant relationship between the affective and continuance commitments with the transformational leadership style and insignificant relationship between the normative commitment and the transformational leadership style.</span>

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Porter, Jeanette A. "The Relationship between Transformational Leadership and Organizational Commitment in Nonprofit Long Term Care Organizations: The Direct Care Worker Perspective." Creighton Journal of Interdisciplinary Leadership 1, no. 2 (November 16, 2015): 68. http://dx.doi.org/10.17062/cjil.v1i2.13.

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<p>The United States population is rapidly aging, and retaining direct care workers (DCWs) will continue to be a workforce concern for the industry in addressing the demand for long term care services. To date, scant literature exists that addresses the DCW perspective of leadership behaviors and their influence on organizational commitment. To respond to this deficiency, this research studied leadership behaviors of direct importance for DCWs at the immediate supervisor level, and provided empirical insight into organizational commitment among workers closest to patient care. Research on leader behaviors has focused on managerial and executive levels, with scant consideration in long term care at the lower hierarchical levels. Transformational leadership was hypothesized to have a significant positive relationship with organizational commitment, specifically affective and normative commitments, and a significant inverse relationship with continuance commitment. The quantitative correlational study explored the relationship between transformational leadership and organizational commitment among 322 direct care workers employed by nonprofit, multi-level long term care organizations located in the Midwest. Results revealed a statistically significant relationship between overall transformational leadership and organizational commitment as well as affective and normative commitment dimensions, with no significant relationship found between transformational leadership and continuance commitment. The study results are beneficial to industry leaders, researchers, and policymakers for addressing operational policies, leadership training, human resource practices, and workforce policy development. Operational policies should reflect the values of the organization and follow from a compelling, collective vision and mission. Human resources practices warrant review if not aligned with the vision, mission, and values. Leadership development training should considered for continuing education for supervisors at all levels as well as for potential policy alternatives.</p><div> </div>

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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 20, 2014): 373. http://dx.doi.org/10.17722/ijme.v3i1.148.

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Eblen, Anna L. "Communication, leadership, and organizational commitment." Central States Speech Journal 38, no. 3-4 (September 1987): 181–95. http://dx.doi.org/10.1080/10510978709368241.

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Keskes, Imen, Jose M. Sallan, Pep Simo, and Vicenc Fernandez. "Transformational leadership and organizational commitment." Journal of Management Development 37, no. 3 (April 9, 2018): 271–84. http://dx.doi.org/10.1108/jmd-04-2017-0132.

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Purpose The purpose of this paper is to propose and to test three models in order to examine the mechanisms through which dimensions of transformational leadership influence different forms of organizational commitment by testing the possible mediating role of leader-member exchange (LMX) dimensions. Design/methodology/approach The participants in this study are represented by 427 senior executive French employees having a university degree and minimum two years of work experience in their current organization. The relationships between different variables were analyzed using structural equation modeling. Findings The results indicate that the dimensions of LMX mediated the relationships between the dimensions of transformational leadership and organizational commitment dimensions. The contribution dimension of LMX acts as a consequence, rather than an antecedent of commitment. These findings are important since they may serve as a bind between leadership dimensions and the kind of organizational commitment that each of these dimensions can generate in followers. Originality/value To the authors’ knowledge, this is the first empirical study that tests the interaction of transformational leadership and LMX on organizational commitment in a French context. The originality of this work leads on investigating these three concepts as multidimensional constructs and focusing on the mediating role of LMX in the relationship between dimensions of transformational leadership and different forms of organizational commitment which can be considered as a novelty in the field of research in this area. As a result, this study addresses concerns about that lack of academic research on the mechanisms by which transformational leaders influence the organizational commitment of their followers.

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Hill, Karen S. "Supporting Research Takes Leadership Commitment." JONA: The Journal of Nursing Administration 46, Supplement (October 2016): S4—S5. http://dx.doi.org/10.1097/nna.0000000000000380.

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Randeree, Kasim, and Abdul Ghaffar Chaudhry. "Leadership – style, satisfaction and commitment." Engineering, Construction and Architectural Management 19, no. 1 (January 6, 2012): 61–85. http://dx.doi.org/10.1108/09699981211192571.

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Meixner, Thomas, and Richard Pospisil. "PERSONALITY, PERCEIVED LEADERSHIP AND COMMITMENT." Proceedings on Engineering Sciences 3, no. 2 (May 14, 2022): 153–66. http://dx.doi.org/10.24874/pes03.02.003.

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Ud Din, Maaz, Faisal Khan, Ana Kadarningsih, Amjad Ali, and Sih Darmi Astuti. "The Moderating Role of Employee Empowerment and Distributive Justice in Transformational Leadership with Its Impact on Organizational Commitment in Islamic Banks at Pakistan." Perisai : Islamic Banking and Finance Journal 3, no. 2 (November 9, 2019): 135. http://dx.doi.org/10.21070/perisai.v3i2.2671.

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The basic of the current studywas to discover the influence of transformational leadership on organizational commitment,distributive justice, and employee empowerment as moderate variables in the Islamic banking company of DistrictSwat, KP-Pakistan.Adopted questionnaires were used to have five pointsLikert scalesand containing 24 items. 18 samples were taken with Random Sampling Techniquesfrom the Islamic bank's sector.A total of 305 questionnaires were distributedamong employees and the feedback rate was 80 % which 245questionnaires received.Data analysis used multiple linear regression. The study found thatorganizational commitment is positively and significantly affect empowerment. Distributive justice has a positive influence on organization commitment but not significant. There was also found that the leadership of transformational influences organization commitment positively and significantly.The variance of transformational leadership and organizational commitments were 16% which indicates a weaksignificant influence.

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Hartanto, Didy Agus, Saladin Ghalib, and Irwansyah Irwansyah. "PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN ORGANISASIONAL TERHADAP KINERJA KARYAWAN (Studi pada karyawan Hotel Aston Banua)." Jurnal Bisnis dan Pembangunan 10, no. 1 (January 15, 2021): 37. http://dx.doi.org/10.20527/jbp.v10i1.9952.

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The research objective was to determine the effect of Transformational Leadership on Job Satisfaction and Employee Performance, Organizational Commitment on Job Satisfaction and Employee Performance, Job Satisfaction on Employee Performance, Job Satisfaction as an intervening variable between Transformational Leadership and Employee Performance, and Job Satisfaction as an intervening variable between Organizational Commitments and Employee Performance.The population of the study was all employees totaling 40 people. Data collection using a questionnaire with Likert Scale. Data analysis was performed using the Partial Least Square (PLS) method.The results showed that Transformational Leadership has a significant influence on Job Satisfaction but does not have a significant effect on Employee Performance, Organizational Commitment has a significant effect on Job Satisfaction and Employee Performance, Job Satisfaction has a significant effect on Employee Performance, Job Satisfaction does not have a significant effect as an intervening variable between Transformational Leadership and Employee Performance, Job Satisfaction has a significant influence as an intervening variable between Organizational Commitment and Employee Performance.Keywords : Transformational Leadership, Job Satisfaction, Organizational Commitment, Employee Performance

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Mousa, Mohamed, and Vesa Puhakka. "Inspiring organizational commitment." Journal of Management Development 38, no. 3 (April 8, 2019): 208–24. http://dx.doi.org/10.1108/jmd-11-2018-0338.

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Purpose The purpose of this paper is to focus on physicians in the four public hospitals located in the October province (Egypt) in an attempt to explore the effect of responsible leadership on physicians’ affective, continuance and normative commitment with and without mediating the role of organizational inclusion. Design/methodology/approach A total of 360 physicians were contacted and all of them received a set of questionnaires. After two follow-ups, a total of 240 responses were collected with a response rate of 66.67 percent. The authors used the χ2 test to determine the association between responsible leadership and organizational inclusion. Multiple regressions were employed to show how much variation in affective, continuance and normative commitment can be explained by responsible leadership and organizational inclusion. Findings The findings highlight a positive association between responsible leadership and organizational inclusion. Moreover, another positive association is also explored between organizational inclusion and affective, continuance and normative commitment. Furthermore, the statistical analysis proved that having an atmosphere of respect, equality and sameness in the workplace fosters the effect of responsible leaders on physicians’ affective, normative and continuance commitment. Originality/value This paper contributes by filling a gap in HR management, cultural diversity and organization literature, in which empirical studies on the relationship between responsible leadership, organizational inclusion and organizational commitment have been limited until now.

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Abuzaid, Ahmad Nasser. "The relationship between ethical leadership and organizational commitment in banking sector of Jordan." Journal of Economic and Administrative Sciences 34, no. 3 (October 9, 2018): 187–203. http://dx.doi.org/10.1108/jeas-01-2018-0006.

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Purpose Organizations with committed employees create a sustainable high-performance and stable environment over the long term. Leadership should be a key component determining organizational commitment. Therefore, the purpose of this paper is to examine the relationship between ethical leadership and its association to employee commitment. Design/methodology/approach A quantitative method was chosen for this study because the objective was to correlate variables and predict a set of outcomes. Employees from 13 commercial banks listed in Amman Stock Exchange completed a survey designed to gather their perceptions of study variables. Findings The results show that there is a positive and significant relationship between ethical leadership and two components of organizational commitment, namely, affective commitment and normative commitment. Additionally, the results show that there is no relationship between ethical leadership and continuous commitment. Research limitations/implications The study was conducted in the banking sector of Jordan. Therefore, the results may not generalize to other sectors. Additionally, this study might have self-selection and non-response bias. This occurs when the entities in the sample are given a choice to participate. If a set of members in the sample decides not to participate, it reduces the ability to generalize the results to the entire population. Practical implications Managers should strive to enhance the levels of both affective and normative commitment in their organizations and that the ethical leadership of managers plays a significant role in developing employees and ethical organizational cultures. Originality/value To date, there has been little empirical research regarding the relationship between ethical leadership and its influence on organizational commitment, and, as such, this study has been beneficial in its contribution to the early body of knowledge of ethical leaderships which provides confirmatory evidence about a significant effect that perceived ethical leadership has on organizational.

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Ginting, Daniel, Nina Fentiana, Tiara Rajagukguk, and Harry Wahyudi. "Gaya Kepemimpinan dan Komitmen Paramedis dalam Implementasi Akreditasi Rumah Sakit Versi SNARS." Jurnal Ilmiah Universitas Batanghari Jambi 19, no. 3 (October 15, 2019): 504. http://dx.doi.org/10.33087/jiubj.v19i3.642.

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Clause 40 paragraph (1) of Law Number 44 of 2009 concerning Hospitals states that in an effort to improve the quality of hospital services, accreditation must be carried out periodically at least every three years. The leadership design is needed to support the formation of paramedic commitments in the implementation of accreditation. The research aims to identify the leadership style of direct paramedic leaders and paramedic commitment in the implementation of SNARS version accreditation. The study was designed with a cross sectional approach at Delia Hospital with a sample of 79 paramedics and using primary data obtained through observation and interviews. Correlation and simple linear regression tests showed leadership style and paramedic commitment in implementing hospital accreditation showed a strong and positive pattern of relationships. The results of the study concluded that achievement-oriented leadership style is the leadership style that is considered the most able to build paramedic commitment in the implementation of accreditation.

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Akhilele, Seth. "The Role of Servant Leadership in Church Workers’ Commitment." Scholar Chatter 2, no. 3 (September 15, 2021): 14–25. http://dx.doi.org/10.47036/sc.2.3.14-25.2021.

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The study was an examination of the role of servant leadership in worker's commitment to the Xander church (Pseudonym). In Xander church, workers' commitment is shallow, as reflected in attendance and service. A cross-sectional design was used to study 38workers using nonprobability purposive sampling. The hypotheses were: H1 Is there a statistically significant relationship between servant leader behaviors and workers' commitment? H2: Is there a statistically significant relationship between the servant leadership behavior of empowerment and church workers' reported commitment due to the length of stay? The eight dimensions servant leadership survey instrument measured servant leadership, while workers' commitment was measured with the 15-item Organizational Commitment Questionnaire. The data were analyzed with Spearman’s Rho correlation because of a small sample size. The results revealed that servant leadership predicted commitment, and the servant leadership survey element, behavior empowerment, was not predicted by the worker's length of stay. I recommend that further research be conducted to ascertain reasons for a low commitment since servant leadership behavior impacted commitment. Keywords: Servant leadership, commitment, church workers, empowerment, and leadership behavior.

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Clinebell, Sharon, Vida Skudiene, Renata Trijonyte, and James Reardon. "Impact Of Leadership Styles On Employee Organizational Commitment." Journal of Service Science (JSS) 6, no. 1 (November 25, 2013): 139–52. http://dx.doi.org/10.19030/jss.v6i1.8244.

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This research study examines the relationship between transformational, transactional and passive/avoidant leadership styles and three dimensions of organizational commitment – affective, continuance, and normative in two subsidiaries of one multinational organization. The research findings revealed that transformational leadership has the strongest impact on affective commitment, although transactional leadership also affects affective commitment. Transformational leadership also has a significant positive affect on normative commitment. Transactional leadership has a significant positive affect on continuance commitment and positive/avoidant leadership has a significant negative affect on affective commitment.

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Ampofo, Emmanuel Yaw. "Immediate Supervisors’ Leadership Behaviour and Employees’ Organizational Commitment: Do Pay and Promotion Mediate the Nexus?" International Journal of Business and Social Research 6, no. 8 (September 25, 2016): 61. http://dx.doi.org/10.18533/ijbsr.v6i8.972.

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<p>This study examines the mediating effect of motivational factors of pay and promotion on transformational leadership and organizational commitment relationship in Unilever Ghana using a quantitative, non-experimental, cross-sectional and analytical survey design study. The results of the study revealed significant positive relationship between transformational leadership style and affective commitment, continuance commitment, and normative commitment. However, the results of the study revealed no significant mediation of pay in the relationship between transformational leadership style and affective commitment, continuance commitment, and normative commitment. Additionally, no significant mediation of promotion was found in the relationship between transformational leadership and affective commitment, transformational leadership and continuance commitment, and transformational leadership and normative commitment. Managers’ adoption of transformational leadership behavior as a key strategy to get employees committed to the organizations will be of great significance because motivational factors such as pay and promotion do not mediate the transformational leadership and organizational commitment relationship. This is a maiden empirical research in Ghana where motivational factors are used as mediators in transformational leadership and organizational commitment relationship.</p>

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Harb, Bissane, Boutheina Hachem, and Hassan Hamdan. "Public servants’ perception of leadership style and its impact on organizational commitment." Problems and Perspectives in Management 18, no. 4 (December 16, 2020): 319–33. http://dx.doi.org/10.21511/ppm.18(4).2020.26.

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Lebanon is facing an unprecedented political and economic crisis. Consequently, the country now urgently needs more than ever committed public managers, more involved and more effective in their work responsibilities to enhance public sector performance and reduce the consequences of the crisis. Little research has been done on the role of leadership in promoting organizational commitment in the public sector in Lebanon. Thus, referring to the leadership full range theory, this study aims to investigate the association between leadership styles and organizational commitment with the mediating role of Leader-member exchange (LMX). It further aims to examine the relationships between gender, leadership style, LMX and organizational commitment in the Lebanese public context.Data were collected via an online survey on a sample composed of 132 middle managers working in six public administrations in Lebanon. Linear and multiple regression analyses were carried out to test the direct and indirect effect of leadership styles on organizational commitment. The results indicated that both two styles of Bass are positively correlated with organizational commitment. The results also revealed a significant relationship between public servant gender and the quality of his relationship with the leader. Moreover, results showed that LMX doesn’t mediate the relationship between transformational leadership and organizational commitment, although it partially mediates the relationship between transactional leadership and organizational commitment. This study contributes to understanding of the mechanisms of developing organizational commitment through leadership styles. It also has implications for public service recruitment and training policies.

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Cilek, Adem. "The effect of leadership on organisational commitment: A meta-analysis." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 554–64. http://dx.doi.org/10.18844/cjes.v11i4.4244.

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This research aims to investigate the effects of leadership behaviour of school principals on teachers’ organisational commitment in Turkey. The method of meta-analysis is used to calculate the effects size of leadership on teachers’ organisational commitment. Besides this, leadership style, publication type and publication year are used as moderators in order to explain variation in effect sizes. The analysis results of the random effect model showed that leadership has a very strong and positive effect on teachers’ organisational commitment. Particularly, supporting, democratic and transformational leadership styles affect organisational commitment of teachers more than other leadership approaches. However, except leadership styles, the other moderators chosen for the research are not a powerful determinant of the relationship between school leadership and organisational commitment. Keywords: Leadership, organisational commitment, meta-analysis.

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Garg, Ajay K., and D. Ramjee. "The Relationship Between Leadership Styles And Employee Commitment At A Parastatal Company In South Africa." International Business & Economics Research Journal (IBER) 12, no. 11 (October 29, 2013): 1411. http://dx.doi.org/10.19030/iber.v12i11.8180.

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The influence of leadership style on employee commitment for the organisation has not been adequately addressed in the Parastatal companies in South Africa. A need therefore exists for greater understanding of the relationship between the leadership style and work-related attitudes (such as employee commitment) in order to develop a leadership style that will encourage organisational commitment. This study examined the relationship between leadership style, and employee commitment. Managers and their subordinates participated in the study. 348 questionnaires were distributed, 58 to managers and 290 to their subordinates. Final data for analysis included responses from 197 participants (34 managers, and 163 subordinates). 163 respondents rated their managers leadership behaviour on Bass and Avolios (1997) multi-factor leadership questionnaire (MLQ) and Meyer and Allens (1997) organisational commitment questionnaire (OCQ). A series of statistical procedures were followed to analyse the data. Hypotheses were tested on two levels. First, correlations among managers and subordinates with regard to the MLQ, and then the MLQ versus the OCQ. Results revealed a weak positive yet significant relationship between transformational leadership and affective commitment, normative commitment and continuance commitment. Transactional leadership had a weak but significant positive correlation with normative commitment, and Laissez-faire results indicated a weak negative yet significant correlation to affective commitment and normative commitment. Overall findings from this study suggest that leadership styles do play important roles in determining levels of affective commitment, continuance commitment and normative commitment. This study contributes to the bank of findings relating to the development of leadership and organisational commitment, not only in South Africa, but within the Parastatal organisations in particular.

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Pahi, Munwar Hussain, Umair Ahmed, Abdullah Zafar Sheikh, Sarfraz Ahmed Dakhan, Faiz Muhammad Khuwaja, and T. Ramayah. "Leadership and Commitment to Service Quality in Pakistani Hospitals: The Contingent Role of Role Clarity." SAGE Open 10, no. 4 (October 2020): 215824402096364. http://dx.doi.org/10.1177/2158244020963642.

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The health care system is usually a reflection of the human development and prosperity index of a country. In particular, a sound health care system is generally deemed essential for providing quality service delivery to service users. Pakistan, in this respect, is lagging even after implementing the district health management model of World Health Organization (WHO). In particular, the province of Sindh reports a higher level of dissatisfaction among the service recipients and, therefore, remains a core concern for the concerned authorities. This study, therefore, aims to investigate the levels of employees’ commitment to service quality in Pakistan’s health care sector. A quantitative survey method was adopted to collect data from 315 medical officers working in 43 public-sector hospitals in Sindh, Pakistan. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique and Smart PLS 3 software. Based on cognitive dissonance theory and path-goal theory, the present study investigated the role of leadership styles in influencing commitment to service quality with the moderation of role clarity. The findings lend support to the direct hypothesized relationships of transformational and transactional leadership with commitment to service quality. The study found significant support for all the hypothetical relationships except laissez-faire leadership’s direct link with commitment to service quality. While role clarity was found to moderate the relationships of two leadership styles, namely, transformational leadership and laissez-faire leadership with commitment to service quality, there was no such moderating effect for the relationship between transactional leadership and commitment to service quality. These findings offer useful theoretical and managerial implications on the importance of leadership styles in influencing commitment to service quality and provide the basis for future research.

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Jayanto, Sukiman, Muhammad Zid, and Yusriani Sapta Dewi. "HUBUNGAN ANTARA TANGGUNG JAWAB DAN KOMITMEN DENGAN KEPEMIMPINAN LINGKUNGAN DALAM PENERAPAN PEMBANGUNAN BERKELANJUTAN." Jurnal Green Growth dan Manajemen Lingkungan 7, no. 2 (December 31, 2018): 133–47. http://dx.doi.org/10.21009/jgg.072.04.

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Abstract This study aims to determine whether there is a relationship between responsibility and commitment with environmental leadership in sustainable development of correlational studies in West Sumbawa, NTB. The correlational method used by sampling 130 people in the employee in West Sumbawa Regency, NTB as a sample selected by multy stages random sampling. Environmental leadership in the implementation of sustainable development after the validity test then obtained 28 questions and 6 drop problems with reliability of 0.912. Test the validity of responsibilities (x1) of 27 valid issues that is 20 with reliability of 0.894. Test validity of commitment from 48 item valid matter that is valid 33 with reliability equal to 0,961 Data have been analyzed by applying descriptive statistic and correlational test (R) to verify there is relation between variable. The results show that there is a relationship between responsibility and commitment with environmental leadership in sustainable development. Keywords: responsibility, commitmen, environmental leadership in the implementation of sustanable development

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R., Arthi, and Sumathi G.N. "Work-family conflict and professional commitment: proactive effect of transformational leadership." Problems and Perspectives in Management 18, no. 1 (February 12, 2020): 97–106. http://dx.doi.org/10.21511/ppm.18(1).2020.09.

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The study aims to empirically test the moderation effect of transformational leadership characteristic on the relationship between work-family conflict and professional commitment among school teachers. A cross-sectional study was conducted among 752 teachers currently working in private schools from selected districts in Tamil Nadu, India. Purposive sampling technique is used, and data were collected using a questionnaire. The moderating effect of transformational leadership behavior is examined using hierarchical regression analysis. Grounded with the conservation of resource theory (COR) and transformational leadership theory, the results supported the negative impact of work-family conflict on the professional commitment of teachers. Further, the moderation effect of transformational leadership found to reverse the negative relationship between work-family conflict and professional commitment. Thus, the transformational leadership behavior of leaders (head/principal) was found to foster the professional commitment of teachers. This study is focused only on the dimensions of transformational characteristics on the relationship between work-family conflict and professional commitment of teachers. Also, it would be constructive to examine other mediating or moderating impacts of variables such as peer support, job satisfaction, which can also have a significant impact. Further, the outcome variable related to the perspective of students can also be researched.

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Dewi, Komang Sri Astuti, and I. Gusti Ayu Manuati Dewi. "PERAN KOMITMEN ORGANISASIONAL DALAM MEMEDIASI PENGARUH KEPEMIMPINAN TRANSFORMASIONAL TERHADAP TURNOVER INTENTION KARYAWAN AMBIENTE SPA." E-Jurnal Manajemen Universitas Udayana 9, no. 4 (April 3, 2020): 1445. http://dx.doi.org/10.24843/ejmunud.2020.v09.i04.p11.

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Turnover intention is form of movement of employees which can lead to employee leaving. The purpose of study was to examine the effect of transformational leadership on turnover intention mediated by organizational commitment. The study was conducted at Ambiente Spa with 100 samples, using the saturated sample method and data collected through interviews and questionnaires. Classic Assumption Test and Path Analysis were used. Transformational leadership has positive and significant influence on organizational commitment, transformational leadership and organizational commitment has a negative and significant effect on turnover intention and organizational commitment has a role as a veriable mediation negatively and significantly the effect of transformational leadership on turnover intention. Transformational leadership and organizational commitment can significantly reduce turnover intention, when transformational leadership perceived by employees increases organizational commitment, the organizational commitment felt by employees becomes stronger so that it has the potential to reduce turnover intention. Keywords: Transformational Leadership, Organizational Commitment, Turnover Intention

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Yang, Yi-Feng. "Leadership and Satisfaction in Change Commitment." Psychological Reports 108, no. 3 (June 2011): 717–36. http://dx.doi.org/10.2466/01.28.pr0.108.3.717-736.

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Managerial transformational leadership skills may directly influence banking counter staff toward change commitment and improve job satisfaction and service quality, or the influence instead may be mediated by change commitment. For a sample comprised of 246 managers from four large Taiwanese banks, the following path relationships were tested: (1) the association of transformational leadership with change commitment, (2) the association of change commitment with job satisfaction, and (3) the direct or indirect (through the mediation of change commitment) effect of transformational leadership on job satisfaction. Regression was utilized to gain insight into the effects of transformational leadership and change commitment on job satisfaction. Transformational leadership may foster change by providing psychological support to the banking counter staff, enabling them to use their skills to meet the needs of individual customers in response to complex environments.

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Abasilim, U. D., D. E. Gberevbie, and O. A. Osibanjo. "Leadership Styles and Employees’ Commitment: Empirical Evidence From Nigeria." SAGE Open 9, no. 3 (July 2019): 215824401986628. http://dx.doi.org/10.1177/2158244019866287.

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Leadership style has often been considered as one of the vital factors that can enhance employees’ commitment and it is seen as the live wire for the attainment of organizational goals. Although research has focused on the nexus between leadership styles and employees’ commitment, little consideration has been paid to identify the influence of demographic variables on the nexus between leadership styles and employees’ commitment in Nigeria, thereby leaving a gap. It is based on the foregoing that this article examines the relationship between leadership styles (transformational, transactional, and laissez-faire leadership) and employees’ commitment and also identify the influence of demographic variables on the relationship between leadership styles and employees’ commitment in Lagos State Civil Service Commission of Nigeria. The survey data were collected from the employees of the organization, and the Statistical Package for Social Sciences (SPSS) version 22.0 was used for the statistical analysis. The results show that there is a significant medium positive relationship between transformational leadership style and employees’ commitment, whereas transactional leadership style shows an insignificant small negative relationship with employees’ commitment. In addition, laissez-faire leadership style has an insignificant small positive relationship with employees’ commitment in the study context. The study, therefore, recommends that employees’ commitment is more likely to be achieved when the appropriate leadership style is adopted and specific demographic variables like gender, age, marital status, academic qualification, and employment status are taken into account regarding the role they play in the relationship between leadership styles and employees’ commitment of Lagos State Civil Service Commission of Nigeria.

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Yahaya, Rusliza, and Fawzy Ebrahim. "Leadership styles and organizational commitment: literature review." Journal of Management Development 35, no. 2 (March 7, 2016): 190–216. http://dx.doi.org/10.1108/jmd-01-2015-0004.

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Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

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Yüzbaşioğlu, Nedim, and Oğuz Doğan. "Relationship between Paternalistic Leadership and Organizational Commitment in Hospitality Industry: Case of Antalya, Turkey." Academic Journal of Interdisciplinary Studies 7, no. 1 (March 1, 2018): 163–73. http://dx.doi.org/10.2478/ajis-2018-0017.

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Abstract The purpose of this study is to examine the relationship between paternalistic leadership and organizational commitment in hotel enterprises. For this purpose, the data obtained from 243 employees at randomly selected hotel enterprises operating in Antalya region. The findings indicated that there is a relationship between paternalistic leadership and organizational commitment. Furthermore, a moderating relationship was found between benevolent leadership and affective commitment, continuance commitment, normative commitment. The findings also indicated that there is a low-level relationship between authoritarian leadership and continuance commitment

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Neubert, Mitchell J., Cindy Wu, and James A. Roberts. "The Influence of Ethical Leadership and Regulatory Focus on Employee Outcomes." Business Ethics Quarterly 23, no. 2 (April 2013): 269–96. http://dx.doi.org/10.5840/beq201323217.

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ABSTRACT:Regulatory focus theory is proposed as offering an explanation for the influence of ethical leadership on organizational citizenship behaviors and employee commitments. The prevention focus mindset of an employee is argued to be the mechanism by which an ethical leader influences extra-role compliance behavior as well as normative commitment, whereas the promotion focus mindset of an employee is argued to be the mechanism by which an ethical leader influences extra-role voice behavior as well as affective commitment. Moreover, leader-member exchange is proposed as a moderator of the relationship of ethical leadership to regulatory focus mindsets and employee behavior and commitments. Using the data collected in two waves from 250 working adults, we tested the proposed relationships with moderated mediation bootstrap procedures. The findings generally support the hypothesized relationships and point toward important implications for ethical leadership in work settings.

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MEHAR, MUHAMMAD RAMZAN, BILAL SARWAR, SUNDAS RAUF, and MUHAMMAD ASIF. "TRANSFORMATIONAL LEADERSHIP STYLE AND ORGANIZATION COMMITMENT." Paradigms 9, no. 1 (December 15, 2015): 88–101. http://dx.doi.org/10.24312/paradigms090106.

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Ross, Lisa, Ghazwan A. Lutfi, and Warren C. Hope. "Distributed Leadership and Teachers’ Affective Commitment." NASSP Bulletin 100, no. 3 (September 2016): 159–69. http://dx.doi.org/10.1177/0192636516681842.

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Wollenburg, Karol G. "Leadership with conscience, compassion, and commitment." American Journal of Health-System Pharmacy 61, no. 17 (September 1, 2004): 1785–91. http://dx.doi.org/10.1093/ajhp/61.17.1785.

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Gephardt, Richard A. "A Renewed Commitment to Global Leadership." Foreign Policy, no. 135 (March 2003): 54. http://dx.doi.org/10.2307/3183591.

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Nangoli, Sudi, Benon Muhumuza, Maureen Tweyongyere, Gideon Nkurunziza, Rehema Namono, Muhammed Ngoma, and Grace Nalweyiso. "Perceived leadership integrity and organisational commitment." Journal of Management Development 39, no. 6 (April 29, 2020): 823–34. http://dx.doi.org/10.1108/jmd-02-2019-0047.

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PurposeThe purpose of this paper is to investigate the extent to which perceived leadership integrity influences changes in organisational commitment. The premise of the study is the argument that non-financial rewards alleviate the challenges associated with low levels of commitment in economies that are riddled with incessant situations of economic scarcity.Design/methodology/approachAn explanatory study approach was adopted to investigate the envisaged linkage between the study variables from a socio-psychological perspective.FindingsThe results of the study establish that perceived leadership integrity significantly influences variations in commitment among organisational employees.Research limitations/implicationsThe study results provide a reason for firms to invest more resources towards promoting honesty among organisational leaders. The findings of the study support the idea that perceived integrity of an organisation's leadership generates a sustainable win–win position not only between the organisation and employees, but also among the leaders and subordinates.Practical implicationsOrganisations must regularly consider the drivers of organisational commitment and pay sufficient attention to non-financial drivers. As advanced by this study, a very important yet economical way of effecting such a strategy is through instituting measures that sustainably create a perception among employees that organisational leaders execute their duties with the utmost integrity.Originality/valueThis article has both empirical and theoretical value. Empirically, this work is the first of its kind aimed at investigating the effect of perceived leadership integrity on organisational commitment within Uganda's hospitality setting. Theoretically, the study extends the versatility of the hierarchy of needs theory by clarifying that higher-level needs offer a basis for explaining the effect of psychological processes (in this case, perceived leadership integrity) on behavioural changes (in this case, organisational commitment).

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Islam, Talat, Jawad Tariq, and Bushra Usman. "Transformational leadership and four-dimensional commitment." Journal of Management Development 37, no. 9/10 (November 12, 2018): 666–83. http://dx.doi.org/10.1108/jmd-06-2017-0197.

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Purpose The purpose of this paper is to investigate the mechanism between transformational leadership (TL) and organizational commitment (OC) using job characteristics as a mediator and participative and directive leadership (DL) as moderator. Design/methodology/approach The authors used a questionnaire-based survey to collect data from 563 employees working in the banking industry. Findings The data were analyzed using structural equation modeling. The findings confirmed the mediating role of job characteristics and moderating role of both participative and DL styles between TL and OC. Research limitations/implications The data for this study were collected at one point of time and it has implications for the policymakers and bankers. Originality/value The study is novel as it highlights the importance of job characteristics, participative and DL styles in understanding the relationship between TL and OC.

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Shim, Hee S., Youngoh Jo, and Larry T. Hoover. "Police transformational leadership and organizational commitment." Policing: An International Journal of Police Strategies & Management 38, no. 4 (November 16, 2015): 754–74. http://dx.doi.org/10.1108/pijpsm-05-2015-0066.

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Purpose – The purpose of this paper is to explore whether the relation between police transformational leadership and organizational commitment is mediated by organizational culture. Drawing on the competing values framework (Quinn, 1988), four types of cultural orientations (group, developmental, hierarchical, and rational) are analyzed. Design/methodology/approach – In total, 358 South Korean police officers are surveyed. Using competing values as multiple mediators, a parallel four mediator model is estimated. Bias-corrected bootstrapping methods are employed to consider the small sample size, as well as the possible non-normal distribution of specific indirect effects. Findings – The linkage between transformational leadership and commitment appears to be fully mediated by group culture. Interestingly, multiple individual officer characteristics, duty type, and departmental size do not impact respective constructs overall. Research limitations/implications – The use of cross-sectional data hinders causal ordering among constructs included. Practical implications – Given the full mediation relationships among the three constructs, it is advisable to develop more nuanced leadership training programs optimized for fostering “considerate and supportive leaders” who have been known to impact group culture. Originality/value – Including two understudied police organizational correlates (i.e. transformational leadership and organizational culture), this study accounts for the mediating role of organizational culture in the transformational leadership-commitment link with multiple variables frequently used in previous research being controlled.

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Shiva, M. S. A. Mahalinga, and Damodar Suar. "Leadership, LMX, Commitment and NGO Effectiveness." International Journal of Rural Management 6, no. 1 (April 2010): 117–50. http://dx.doi.org/10.1177/097300521100600106.

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Fleishon, Howard B., Cynthia Sherry, and Arl Van Moore. "The ACR's Commitment to Practice Leadership." Journal of the American College of Radiology 7, no. 11 (November 2010): 829–30. http://dx.doi.org/10.1016/j.jacr.2010.04.012.

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Yan, Shimei, Shan Wu, and Gang Zhang. "Impact of connective leadership on employees’ goal commitment during M & A integration." Leadership & Organization Development Journal 37, no. 6 (August 1, 2016): 789–801. http://dx.doi.org/10.1108/lodj-10-2014-0206.

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Purpose – The purpose of this paper is to explore the role of connective leadership in the promotion of employee goal commitment, and to determine whether conflict can mediate the relationship between connective leadership and goal commitment during the integration of mergers and acquisitions (M & A). Design/methodology/approach – The study draws on survey data (n=255) from Chinese employees who work for 12 native M & A enterprises. Structural equation modeling and regression analysis are applied to analyze the data. Findings – The results show that connective leadership is positively related to employee goal commitment (p < 0.01). In addition, relationship conflict partially mediates the relationship between connective leadership and employee goal commitment. Task conflict fully mediates the relationship between connective leadership and employee goal commitment. Originality/value – This study introduces connective leadership into M & A and may contribute to the literature related to connective leadership and M & A integration as well as the literature focussed on goal commitment, especially antecedents of goal commitment.

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Sari, Prima Kartika, and Euis Soliha. "Komitmen Organisasional dan Organizational Citizenship Behavior (OCB) sebagai Pemediasi pada Pengaruh Gaya Kepemimpinan Transformasional Terhadap Kinerja Pegawai (Studi pada Dinas Pertanian dan Kehutanan Kabupaten Rembang)." Jurnal Manajemen dan Bisnis Indonesia 3, no. 3 (June 1, 2016): 398–426. http://dx.doi.org/10.31843/jmbi.v3i3.94.

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This study aimed to analyze the effect of transformational leadership style to the organizational commitment, transformational leadership style to organizational citizenship behavior, organizational commitment on organizational citizenship behavior, organizational commitment to employee performance, transformational leadership style on employee performance and organizational citizenship behavior on employee performance. The sample used in this research is census method, the number of respondents was 103 employees at Dinas Pertanian dan Kehutanan Kabupaten Rembang. Data testing techniques used include test the validity of factor analysis, reliability test with Cronbach alpha formula, multiple regression analysis to validate the research hypothesis and test the mediation. From the test results show the transformational leadership style positive and significant effect on organizational commitment. Transformational leadership positive and significant effect on organizational citizenship behavior. Organizational commitment has no effect on organizational citizenship behavior. Organizational commitment positive and significant effect on employee performance. Transformational leadership style has no effect on employee performance. Organizational citizenship behavior positive and significant impact on employee performance. Organizational commitment and organizational citizenship behavior perfect mediate the effect of transformational leadership style on employee performance. Keywords: Transformational Leadership Style, Organizational Commitment, Organizational Citizenship Behavior, Employee Performance.

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Journal articles on the topic 'Commitment to leadership'

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