Transformational Leadership, Job Satisfaction, Organizational Commitment, and Turnover Intentions: The Direct Effects among Bank Representatives

Abstract

Transformational leadership is the current design for numerous financial institutions which manifests how bank executives could impact psychological as well as behavioral repercussions of their bank representatives. The ultimate intention of this descriptive research study is to identify the connection between transformational leadership, job satisfaction and organizational commitment of workforces operating in the financial market of Jeddah, Saudi Arabia. A five-point Likert-scale questionnaire, containing 38 survey items, separated right into four components which developed and reviewed. Four financial institutions were sorted out on a straightforward and unique testing principle. An overall of 300 questionnaires apportioned in four banks from which 181 questionnaires reciprocated with 60.33 percent response rate. For the objective of manipulation and analysis, useable data grasped to a software package called SPSS. The integrity of the questionnaire was examined and found to be 0.85. The research outcomes unveiled a robust assistance for the proposed significant and positive connection between transformational leadership, job satisfaction, and organizational commitment of bank representatives. The outcomes additionally suggested the inverted relationship among personnel's job satisfaction as well as for purposes to abdicate from their financial institutions.

The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication

“…Transformational leaders improve subordinates' performance by achieving organizational goals (Sow et al, 2016) and implementing a reward system to retain employees (Adekanbi, 2016). TL increases ER (Abouraia and Othman, 2017;Gyensare et al, 2017;Jiang et al, 2017) and reduces turnover intention (Maaitah, 2018).…”

The relationship between transformational leadership and job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia

“…This result is similar to the present study. Other prior studies found a positive relationship with job satisfaction [39,48,[55][56][57][58].…”

Human-Oriented Leadership and Encouragement to Perform Work: Modelling Organizational Attachment as Mediator

“…Organizational attachment (OGAM) is also called as organizational commitment or intention to stay with the organization (Abouraia & Othman 2017;Krishnanathan & Mangaleswaran 2018). According to Zafir and Sheikh Muhamad Hizam (2014), Muhammad Hammad and Imran (2018), and Krishnanathan and Mangaleswaran (2018) state that OGAM is normally interpreted using different viewpoints by various organizational behaviour researchers.…”

“…Employees with high levels of these components will have lofty intention to stay with the organization (Ali, Farooq & Ud Din 2014;Ismail et al 2016;Ling, Zhang & Fang 2001). Recent studies on organizational behaviour highlight that OGAM is a potential outcome of HOLS (Abouraia & Othman 2017;Ling et al 2001;Musabah & Al-Zefeiti 2017); and/or it may act as an effective mediating variable between HOLS and ETPW relationships (Almutairi 2016;Yahaya & Ebrahim 2016).…”