HOW TRANSFORMATIONAL LEADERSHIP EFFECT EMPLOYEE’S COMMITMENT IN BANKS

Authors

  • Faisal Iqbal
  • Fouzia Jamshaid
  • Lorenzo Rafael Valderrama-Plasencia
  • Rosario Margarita Yslado-Mendez
  • Tatiana Gonzales-Yanac

Keywords:

Employee’s commitment, Transformational leadership, Banking Sector employees

Abstract

Organizations have alwaysbeen in search of high caliber individuals since last few decades; however, to keep employees with distinctive capabilities committed is a matter of visionary leadership. Various studies have discovered novel ways of fabricating desired motivational levels among group members, one of those techniques which has been more viable towards employee commitment is transformational style of a figurehead. Due to financial and time restraints employees of 12 banks form private as well as public sector of Lahore city were taken as a population sample. Survey questionnaire technique was used for data collection; self-administered questionnaires were distributed among 200 bank employees with 77% response rate. Analysis of the data revealed a positive connection among transformational leadership style and employee commitment. Present study suggest a transformational leadership style as a precursor for the attainment of an elevated level of commitment which will further become accommodating towards retaining and captivating high stature employees.

Downloads

Download data is not yet available.

References

Allen, N. J., & Meyer, J. P. (1996). Affective, continuance, and normative commitment to the organization: An examination of construct validity. Journal of vocational behavior, 49(3), 252-276.

Antonakis, J., Avolio, B. J., &Sivasurbramaniam, N. 2003. Context and leadership: An examination of the nine factor full-range leadership theory using the multifactor leadership questionnaire. The Leadership Quarterly, Vol. 14, No. 3, pp. 261-295.

Avolio, B.J., Bass, B.M., & Jung, D.I. 1997. Replicated confirmatory factor analyses of the multi-factor leadership questionnaire.Binghamton, NY: Center for Leadership Studies, Binghamton University.

Bass, B. M. (1985). Leadership and performance beyond expectations.Collier Macmillan.

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31.

Bass, B. M., &Avolio, B. J. (1994).Transformational leadership and organizational culture.The International Journal of Public Administration, 17(3-4), 541-554.

Bass, B. M., &Avolio, B. J. (1997).Full range leadership development: Manual for the Multifactor Leadership Questionnaire (pp. 43-44). Palo Alto, CA: Mind Garden.

Bass, B. M., &Riggio, R. E. (2006).Transformational leadership.Psychology Press.

Bycio, P., Hackett, R. D., & Allen, J. S. (1995).Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership.Journal of applied psychology, 80(4), 468.

Castaneda, M., &Nahavandi, A. (1991).Link of manager behavior to supervisor performance rating and subordinate satisfaction.Group & Organization Studies, 16(4), 357-366.

Dionne, S. D., Yammarino, F. J., Atwater, L. E., & Spangler, W. D. (2004).Transformational leadership and team performance.Journal of organizational change management, 17(2), 177-193.

Dumdum, U. R., Lowe, K. B., &Avolio, B. J. (2002). Transformational and charismatic leadership: The road ahead.

Felfe, J., &Schyns, B. (2006). Personality and the perception of transformational leadership: The impact of extraversion, neuroticism, personal need for structure, and occupational self‐efficacy. Journal of Applied Social Psychology, 36(3), 708-739.

Fitzgerald, S., &Schutte, N. S. (2010).Increasing transformational leadership through enhancing self- efficacy.Journal of Management Development, 29(5), 495-505.

Lo, M. C., Ramayah, T., & Min, H. W. (2009). Leadership styles and organizational commitment: a test on Malaysia manufacturing industry. African Journal of Marketing Management, 1(6), 133-139.

Niehoff, B. P., Enz, C. A., & Grover, R. A. (1990).The impact of top-management actions on employee attitudes and perceptions.Group & Organization Studies, 15(3), 337-352.

Northouse, P. G. 2010. Leadership, theory and practice (5th ed.). Sage, Thousand Oaks, CA.

Ramachandran, S., & Krishnan, V. R. (2009). Effect of transformational leadership on followers' affective and normative commitment: culture as moderator.

Shirbagi, N. (2007). Exploring organizational commitment and leadership frames within Indian and Iranian higher education institutions. Bulletin of Education & Research, 29(1), 17-32.

Stogdill, R. M. (1963). Manual for the leader behavior description questionnaire-Form XII: An experimental revision. Bureau of Business Research, College of Commerce and Administration, Ohio State University.

Williams, L. J., & Hazer, J. T. (1986). Antecedents and consequences of satisfaction and commitment in turnover models: A reanalysis using latent variable structural equation methods. Journal of applied psychology, 71(2), 219.

Yukl, G. (2008). How leaders influence organizational effectiveness. The leadership quarterly, 19(6), 708-722.

Downloads

Published

2021-10-30

How to Cite

Iqbal, F. ., Jamshaid, F. ., Valderrama-Plasencia, L. R. . ., Yslado-Mendez, R. M. ., & Gonzales-Yanac, T. . (2021). HOW TRANSFORMATIONAL LEADERSHIP EFFECT EMPLOYEE’S COMMITMENT IN BANKS. The Journal of Contemporary Issues in Business and Government, 27(5), 2627–2634. Retrieved from https://cibgp.com/au/index.php/1323-6903/article/view/2130