Perceived Relationship Between Leadership Style and Organizational Commitment at Defence University

Abstract

The aim of this study was to examine perceived relationship between leadership style and organizational commitment at Defence University. A correlational descriptive survey design was used in the study. The sample respondents consisted of 153 employees selected using stratified random, simple random and availability samplings. Multifactor Leadership Questionnaire developed by Bass and Avolio (1995) and Organizational Commitment Questionnaire developed by Allen and Meyer (1990) were used to gather data. Then data were processed using a computer program, SPSS 20, and analysed using inferential statistics such as t-test and Pearson’s Correlation Coefficient(r).The results unveiled that transactional and laissez-faire styles were dominantly used while continuance commitment was the dominant component of organizational commitment. The correlation analysis further revealed that there was a moderate, positive and significant relationship between transformational leadership behaviours of leaders with all dimensions of organizational commitment. Transactional leadership behaviour was perceived to have a weak but significant and positive relationship with all dimensions of organizational commitment, and no significant correlation was observed between laissez-faire leadership behaviour and organizational commitment. It was concluded that it would be difficult to achieve the overall goals of the university with the existing leadership style being used and employees’ commitment in the university. Thus, the study suggested different approaches to improve the existing leadership skills and employees’ organizational commitment in the university under study.

Keywords: Leadership style, leadership behaviour, organizational behaviour, Organizational commitment