To explore the relationship between employee commitment and transformational, transactional leadership styles.
The present research is based on multifactor leadership theory. Data are collected from the respondents using the survey method. Questionnaires were distributed to the 600 employees, out of which 427 valid responses were considered for analysis. The designed instrument is validated using EFA and CFA. The relationships were established through SEM (SPSS and AMOS), and results were validated using fit indexes.
There is a positive association between employee commitment and transformational, transactional leadership styles of the superiors.
The results emphasize the importance of transformational and transactional leadership styles, which help to nurture employee commitment. Managers should focus on inspiring employees, clarifying expectations and addressing performance issues promptly. Tailoring strategies to enhance affective, continuance and normative commitment dimensions can foster a positive work environment and strengthen employee dedication. Overall, these insights provide actionable guidance for managers to enhance leadership effectiveness, employee engagement and organizational performance.
The study’s originality lies in its thorough investigation of the relationship between leadership styles (transformational and transactional) and employee commitment across multiple dimensions. By employing advanced statistical techniques and rigorous measurement validation processes, the study provides valuable insights into how different leadership approaches impact employee commitment. This contributes significantly to the existing literature on organizational behaviour and leadership, offering practical implications for enhancing leadership effectiveness and employee engagement in the workplace.
