Leadership Style and Employees’ Organizational Commitment
No Thumbnail Available
Date
2014-05
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Addis Ababa University
Abstract
The purpose of this research was to investigate the relationship between employees’
perceptions of their immediate supervisors’ leadership styles and their Organizational
Commitments. Bass & Avolio's (1995) Multifactor Leadership Questionnaire (MLQ
Form 5X) was used to measure leadership styles of supervisors. And Allen& Meyer’s
(1997) Organizational Commitment Questionnaire (OCQ) was used to measure
employees’ organizational commitments. Participants of the study were 106middle
and top level managers working for various private, governmental, non-governmental
and international organizations in Addis Ababa who are also attending the Executive-
MBA program at Addis Ababa University. The result showed that the level of Affective
Commitment is generally low and that it is unaffected by most of the leadership
styles. The only correlations found regarding Affective commitment were very weak
and negative correlation with Attributed Idealized Influence and very weak but
positive correlation with Intellectual Stimulation. All of the transformational leadership
and Contingent Reward styles showed the existence of weak but positive relationship
with Normative Organizational Commitment. Idealized Influence (Attributed) showed
weak and negative relationship with Continuance Commitment while Managementby-
exception (Active) and Laissez-faire showed weak but positive relationship.
Keywords:- Leadership style, Employee commitment
Description
Keywords
Leadership style,, Employee commitment