Abstract
The objective of this study is to analyze the relationship between the variables of transformational leadership, climate and commitment in a sample of 319 workers of a multinational organization in the Colombian Services Sector. For data collection, we used the Multifactor Leadership Questionnaire (MLQ), the climate/culture questionnaire FOCUS-93 and the Intellectual, Social and Affective Commitment Scale (ISA). Data were processed with SPSS 23 and AMOS 22 for modeling with structural equations. In the path diagram, calculated according to the indicators of structural adjustments, variances were obtained for the dimensions of organizational commitment. The resulting model presented favorable adjustment indicators as evidenced in the results, and the relationship between commitment and climate was significant (β = 4.61; p = 0.001), as well as between climate and commitment (β = 0.018; p = 0.001). However, the relationship between transformational leadership and commitment was not direct but mediated through organizational climate.
Highlights
The current crisis generated by the COVID-19 pandemic has highlighted the importance that world leaders have in creating favorable climates in their countries/organizations to achieve the commitment of citizens/workers regarding compliance with the security protocols established to safeguard lives
Regarding the role of the mediator of organizational climate in the relationship between transformational leadership and organizational commitment, it is worth delving into the remark made by Menges, Walter, Vogel and Bruch [9], who confirmed the results found in this study
From a corporate point of view, the significance of this article refers to the following scientific contributions: First, there will be a validated theoretical model showing the relationships between these variables in a given sociocultural context
Summary
The current crisis generated by the COVID-19 pandemic has highlighted the importance that world leaders have in creating favorable climates in their countries/organizations to achieve the commitment of citizens/workers regarding compliance with the security protocols established to safeguard lives. It was observed that transformational leadership generates a supportive climate and increases commitment [9,10,11,12,13,14,15,16,17,18,19]. The concept of transformational leadership was introduced by Burns [20] and, subsequently, Bass and Riggio [21] expanded his study. These studies converted transformational leadership into a new paradigm when speaking about leadership. According to Bass and Riggio [21], transformational leadership consists of the following dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Studies by Piccolo and Coulquitt [22], and Nielsen Randall, Yarker and Brenner [23] validated that transformational leadership was closely associated with followers’ working conditions, namely the involvement with intrinsic values of work and with the confidence in their capabilities, which has been confirmed in several studies [24,25]
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