Leadership Styles and Organizational Commitment: Driving the Sustainable Development Practice Adoption in Online Higher Education Institutions through an Intention as a Mediator

Abstract

Sustainability development practices currently is a pressing issue in many organizations and are gaining wide attention across the words. This study aims to evaluate the direct and indirect relationships among leadership style, organizational commitment, intention, and adoption of sustainable development practices among employees of distance learning higher education institutions in Malaysia. Presently, in Malaysia, the adoption of sustainable development practices among online distance learning higher education institutions is still at not very encouraging level and much improvement needs to be done to increase the level of adoption. In this study, primary data was employed and a survey questionnaire, which was adapted from previous research studies, was utilized for data gathering. The data analysis involved 392 clean data which was analyzed using structural equation modeling. Firstly, the measurement model was evaluated to determine the convergent validity by examining the construct reliability and validity. The discriminant validity was then assessed and verified using cross-loading and Hetrotrait-Monotrait (HTMT) ratios. The structural model was then evaluated and the hypothesis testing indicated that leadership style and organizational commitment have a significant positive direct relationship with intention and adoption. Further, intention significantly mediates the relationship between leadership style and

The Role of Transformational Leadership, Organizational Culture and Organizational Commitment on SMEs Performance in the Digital Era

“…Previous studies have demonstrated how company culture affects worker performance. Prior studies by Osman et al [19]; Rehman et al [18] have limits in their direction for the Indonesian education sector as well as a variety of theoretical and managerial contributions. This study's limitation is that it solely considers organizational culture as a predictor.…”

“…According to this viewpoint, moderating factors like organizational environment can be used to enhance or explain employee differences, and recent research has included additional predictors like leadership behavior, management support, and change management to act as additional predictors of employee engagement and performance. Osman et al [19] predict that performance will increase dramatically and that the current framework will be expanded. Additionally, this raises the proportion that explains the variation.…”

“…Leso et al [16]; Mesu et al [26] state that there is a strong and positive correlation between organizational culture and performance. According to another studies by Osman et al [19], Prayuda et al [17], and Pratiwi et al [27], organizational culture and performance have a favorable and substantial link. Performance and organizational culture have a good and significant link, according to Rubia et al [21]; Sakulkijkarn et al [22].…”