Abstract
This study proposes a framework to explore the effect of leadership styles in defining the composition of Organizational Commitment (OC) along effective, normative and continuance dimension. To bring in a more logical choice of leadership styles, limited numbers of representative leadership styles are derived from the long list of styles presented in the contemporary literature. Higher level of organizational maturity is proposed to facilitate the role of leadership style in shaping the composition of OC in three different dimensions. Organizational Maturity is measured by Capability Maturity Model (CMM), stage of Organization Life Cycle and specificity of Organizational Culture. Results support that a more persuasive and participative leadership style enhance the affective and normative commitment while continuance dimension of commitment is maintained under authoritative and unilateral style of leadership.
Highlights
The impact of leadership on organizational commitment (OC) has been a subject of inscription passably (Podsakoff et al, 1996; Chiok Foong Loke, 2001; Avolio, Zhu, Koh and Bhatia, 2004; Erben and Güneşer, 2008; Nguni et al, 2006)
Role of a given leadership style on bringing up affective, normative or continuance dimension within a given level of OC, is not yet explored. This study addresses this issue by proposing that different leadership styles can be associated with enhancing a specific dimension of the OC defined in terms of affective, normative and continuance according to the definitions of Meyer & Allen (1991)
While link between leadership style and OC has been defined in several past studies, this research addresses the unique issue of composition of OC along affective, normative and continuance dimension and its association with different leadership styles
Summary
The impact of leadership on organizational commitment (OC) has been a subject of inscription passably (Podsakoff et al, 1996; Chiok Foong Loke, 2001; Avolio, Zhu, Koh and Bhatia, 2004; Erben and Güneşer, 2008; Nguni et al, 2006). Role of a given leadership style on bringing up affective, normative or continuance dimension within a given level of OC, is not yet explored. This study addresses this issue by proposing that different leadership styles can be associated with enhancing a specific dimension of the OC defined in terms of affective, normative and continuance according to the definitions of Meyer & Allen (1991). It is proposed that the impact of representative leadership styles on enhancing the affective, normative or continuance dimension can be more effectively mediated through a better level of organizational maturity. Measures of organizational maturity are based on the results of lifecycle stage of the organization, degree of specificity of its culture and capability maturity model. OC is presented as overall commitment level as well as its composition along three different dimensions of affective, normative and continuance commitment
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