The Relationship between Transformational Leadership and Affective Commitment and Intent to Leave the Organization

Abstract

The leadership style of organizational leaders has important implications for organizations and their employees. Transformational leadership has been studied extensively due to the numerous positive outcomes. Unfortunately, not much research has focused on the mediating mechanism between transformational leadership and outcomes. Therefore, the present study explored the mediating role of psychological empowerment on the relationship between transformational leadership and the outcomes of affective organizational commitment and turnover intentions. It was hypothesized that psychological empowerment would act as a mediator between transformational leadership and affective organizational commitment and turnover intentions. Results of an online survey from 111 employed individuals showed that psychological empowerment partially mediated the relationship between transformational leadership and affective organizational commitment and turnover intentions, particularly through the meaning and impact dimensions of psychological empowerment. The results of the present study suggest that management development programs should focus on having managers provide and shape positive work experiences that increase an employee’s sense of meaning and impact in their organization, if the goal is to increase employees’ commitment to the organization and decrease involuntary turnover