Abstract
In a decade-spanning meta-analysis, this study explores the intricate relationship between Empowering Leadership (EML) and Organizational Commitment (OC). Synthesizing 12 primary studies, our findings reveal a significant positive correlation (r = 0.35, p < 0.05). Employing the random-effects model ensures methodological rigor, yielding minimal heterogeneity (I2 = 0.00%) and no discernible publication bias. The ensuing discussion underscores the transformative influence of empowering leadership on commitment, advocating for its strategic assimilation into organizational frameworks. Future recommendations endorse targeted leadership development initiatives, while this study sets the stage for ongoing scholarly dialogue.
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