The Impact Analysis of Leadership Types to Organizational Commitment and Organizational Performance

eun-mi, Park; Seo, Joung-hae

doi:10.17485/ijst/2016/v9i41/103937

Cited by 1 publication

(4 citation statements)

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“…Other studies have also shown that the use of multidimensional methods has proven no relationship between continuance commitment and job performance (Meyer et al, 2002). Many other studies have also concluded that organizational commitment has a positive relationship with subordinate job performance (Amoako-Asiedu & Obuobisa-Darko, 2017; Çetin et al, 2012;Donkor & Zhou, 2020;Jackson et al, 2013;Long et al, 2014;E. Park & Seo, 2016;Saleem, 2015).…”

Section: Effects Of Organizational Commitment On Job Performancementioning

confidence: 99%

“…Many researchers resorted to organizational commitment as a mediator to examine the effects of transformational and transactional leadership on different employee behaviors including but not limited to performance (E. Park & Seo, 2016;H. Yeh & Hong, 2012), job satisfaction and turnover intention (Gyensare et al, 2017) motivation (Aslam & Khan, 2011;Binfor et al, 2013;Zareen & Razzaq, 2013).…”

Section: The Mediating Role Of Organizational Commitmentmentioning

confidence: 99%

Section: The Mediating Role Of Organizational Commitmentmentioning

confidence: 99%

“…Again, some of the studies reiterated the importance of advancing on various methods to understand the exact relationship between employee job performance, commitment, and job satisfaction with other variables such as transformational, organizational citizenship behavior, culture and in few situations full range leadership styles (Afsar et al, 2016; Jia et al, 2017; Mclaggan & Botha, 2013; T. Park & Pierce, 2020; E. Park & Seo, 2016).…”

Section: Introductionmentioning

confidence: 99%

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The Mediating Effects of Organizational Commitment on Leadership Styles and Employee Performance in SOEs in Ghana: A Structural Equation Modeling Analysis

2021

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The primary purpose of this study is to investigate the mediating effects of organizational commitment on leadership styles (transformational, transactional and laissez-faire) and subordinate performance in state-owned enterprises in Ghana. The study adopted the partial least squares structural equation model (PLS-SEM) to test the hypotheses model. The model has been tested with 330 respondents. The data have been validated by the use of measurement modeling to determine internal consistency reliability (CR) and convergent validity (CV) with SmartPLS 3.0. The results indicate that organizational commitment mediates transformational and laissez-faire leadership. It has also been found that transformational and laissez-faire leadership have a statistically positive and significant relationship with job performance at p < .05 while transactional leadership proved insignificant. The implication is that leaders should know any action to improve subordinate commitment and job performance should take into account appropriate leadership behavior. Also, human development training should be instituted to shape the present and future leadership needs of the enterprise. In furtherance to this, the study provides discussions on the findings, limitations and went on to propose directions for future research.

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