Linkages of organizational commitment and leadership styles: a systematic review

Abstract

Purpose This paper aims to examine how the linkages between organizational commitment (OC) and five leadership styles, namely, authentic leadership, benevolent leadership, ethical leadership, moral leadership and spiritual leadership, have been investigated in the literature. Design/methodology/approach This systematic literature review applies a matrix method to examine the significant literature in leadership and OC, specifically considering themes of self-development, self-awareness, self-regulation, self-discipline and self-motivation necessary for individuals and organizations. The papers from Australian Business Deans Council, Scopus and Web of Science listed journals were reviewed. Forty-three peer-reviewed English publications from 20 journals were selected and analysed. Findings The synthesis of these empirical studies revealed that the relationship between OC and these leadership styles had primarily been mostly quantitatively investigated in many countries and sectors. Additionally, ethical leadership remains the most commonly researched style. Furthermore, there are mediating mechanisms and boundary conditions in the relationship between these styles and OC. Research limitations/implications The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may not have been included. Additional qualitative studies based on these linkage themes need to be conducted in human resource development (HRD) contexts. Practical implications This review offers an overall picture of the existing knowledge of OC and leadership that will be fruitful for HRD practitioners to understand and replicate these concepts. Originality/value There are few systematic literature reviews on the relationship between OC and leadership styles. This paper is among the first systematic reviews to analyse how leadership has been associated with OC and provides potential research directions. HRD practitioners and academia should find the results of this study helpful.

Building a committed workforce: the synergistic effects of coaching leadership, organizational self-esteem, and learning goal orientation

“…Through problem-solving assistance, constructive feedback, and soliciting employee input, coaching leadership ensures a mutually beneficial interaction, contributing to improved work capabilities and sustained vigor ( Elloy, 2005 ). Furthermore, coaching leadership helps employees grasp the broader organizational goals, clarifies their roles ( Yuan et al, 2019 ; Borde et al, 2024 ), and reinforces their sense of purpose. This heightened understanding ignites enthusiasm and dedication—critical elements that translate into higher engagement levels ( Ferris et al, 2009 ).…”

“…In the swiftly evolving VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, contemporary organizations are undergoing profound transformations in their shapes and frameworks ( Borde et al, 2024 ). These transformations necessitate a novel breed of leadership—one that is flexible, adaptable, and adept at navigating an ever-more unstable external milieu ( Hensellek et al, 2023 ).…”

“…These transformations necessitate a novel breed of leadership—one that is flexible, adaptable, and adept at navigating an ever-more unstable external milieu ( Hensellek et al, 2023 ). Conventional leadership paradigms, while formerly efficacious, now prove inadequate in addressing the complexities of the present-day challenges ( Pizzolitto et al, 2023 ; Borde et al, 2024 ). The evolving terrain is additionally nuanced by the emergent values and expectations of the new generation of employees.…”