Abstract
Guided by social-exchange-theory, present study examined transformational leadership (TL) as an antecedent for organisational commitment (OC) and its subsequent influence on job performance (JP). Through using a structured self-administered questionnaire, data were collected surveying (439) non-executive employees operating in (15) banks listed in Amman-Stock-Exchange through non-probability purposive sampling. Structural-equation-modelling using SMART-PLS was utilised and the result reported that TL components achieved 44%, 42.5% and 35.4% of the variance in affective, continuous and normative commitment respectively. Idealised influence did not have any significant effect on any level of OC, whereas intellectual stimulation influenced the three levels of OC. Individualised consideration influenced only affective and continuous commitment, and inspirational motivation influenced only normative and continuous commitment. Moreover, only affective commitment was significant in influencing JP and accounted for 82% of the variance. Following the results, discussion and implication were provided. Also, directions and suggestions for future researches were presented.
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