The Mediating Effect of Organizational Commitment in the Impact of Transformational Leadership Style on Employee Performance: A Study of Divisional Secretariats in the Jaffna District

Abstract

The purpose of this study is to examine the mediating effects of organizational commitment on the relationship between transformational leadership style and employees’ job performance in the Divisional Secretariats in Jaffna District. 287 employees were selected for this study. Leadership styles were measured using MLQ Rater Form 5-x, employee performance was measured using job performance Scale and organizational commitment was measured using Organizational Commitment Questionnaire. Exploratory factor analysis was performed to get factor structure and confirmatory factor analysis performed to confirm the validly and reliability of the study instruments. The results revealed that transformational leadership has a positive impact on job performance and on organizational commitment. It was also found that organizational commitment doesn’t have a mediating effect in the impact of transformational leadership on employee performance. The findings also revealed that organizational commitment doesn’t have impact on employee performance. This study recommends that the leaders should pay more attention in their leadership style as a way to improve employee performance. This study further suggests that future researchers should cover larger samples and the other public sector organizations to better understand the relationship between the variables.

The Impact of Trust, Knowledge Sharing, and Affective Commitment on SME Innovation Performance

“…0.016. This study supports previous results by Olaisen and Revang (2017) and Raveendran and Gamage (2019) that commitment has a significant and positive effect on innovation performance that results in self-engagement, which leads to more creative and innovative SMEs. The affective commitment of SMEs managers and workers in Padang may be due to the majority of the respondents being predominantly men.…”

“…In addition to that, Yuliani et al (2021) stated that the desire of the worker to innovate their performance depends on their commitment to their organisation, which leads to a high level of innovation in organisation (Patulak et al, 2013). More often than not, affective commitment results from employee satisfaction (Raveendran & Gamage, 2019).…”

“…Furthermore, the workers will proactively give their best for organisations and they have a strong will to show their creativity and share innovative ideas to assist their companies (Jalali et al, 2021). Raveendran and Gamage (2019) found a strong link between affective and performance. In addition, several studies supported our research model (Michalski et al, 2019;Olaisen & Revang, 2017), which stated that trust, knowledge sharing, and commitment had influenced performance.…”

Does teacher competence and commitment improve teacher’s professionalism

“…However, a number of studies found different results in the relationship of commitment to performance. However, the research conducted by Hidayah and Tobing (2018), Sarmawa et al (2015), and Raveendran and Gamage (2019) found that commitment had no significant effect on performance. The inconsistency of the results of these studies is interesting for further research, to ascertain whether increasing teacher competency and commitment is able to significantly improve the teacher's performance.…”

Effect of transformational leadership on organizational commitment through the interaction of psychological empowerment

“…Review of existing literature revealed that only a few studies conducted in the subject of leadership in Sri Lanka. For example, Dhammika, Ahmad and Sam (2013) examined effects of leadership styles on union and organizational commitment in public sector organizations in Sri Lanka; Raveendran & Gamage (2019) studied the mediating effect of organizational commitment in the effect of transformational leadership on employee performance in the Divisional Secretariats in the Jaffna District. Likewise few other researches have been reported (Jayakody, 2008;KasturiArachchi, 2011;Athukorala, Perera & Meedeniya, 2016;Fernando, 2018).…”