Effect of Leadership styles on Organisational commitment

RESEARCH PROJECT

ON

INFLUENCE OF LEADERSHIP STYLES ON ORGANIZATIONAL COMMITMENT

SUBMITTED TO:

DR. PURVA KANSAL

SUBMITTED BY:

SANDEEP KUMAR

DEEPAK CHANDHOK

(TEAM NO.13)

MBA GENERAL B 2016-18

University Business School

Panjab University, Chandigarh

PREFACE

In the modern world of business, turbulence is all around and the pace of every dynamic component is increasing day by day. The business owners and the companies are seeking new ways to match its feet with the changes taking place. They are making every possible effort to gain advantage over the competitors. Companies and the management have realised the importance of its employees in making and shaping a company’s fortune.

The importance of leadership in any organisation and its impact on the employees is a well-known fact in today’s environment. There has been extensive research in the field of leadership, and on topics such as motivation, satisfaction, attrition rates and many more. But we belief the researchers conducted on two major topics i.e. Leadership Styles and Organisation commitment is very limited and has an enormous scope.

This study or research project will focus on determining the influence of leadership styles on organisational commitment of the employees.

INFLUENCE OF LEADERSHIP STYLES ON ORGANISATIONAL COMMITMENT Page 2

ACKNOWLEDGEMENT

First and foremost, we would like to thank almighty GOD for giving me this opportunity and strength to successfully complete this research project. This research would not have been possible without the support, help and guidance of several individuals who contributed in one way or the other.

We would like to thank, my mentor and guide in this research project Prof. (Dr.) Purva Kansal, who gave me such a wonderful opportunity to conduct our first ever research project.

We would also like to thank the library staff, UBS, PU for always being there to help.

We would also like to thank all the Faculty and staff at UBS,PU for giving.

Thanking you all,

DEEPAK CHANDHOK SANDEEP KUMAR


TABLE OF CONTENTS1.1 Structure of the study...................................................................................................9

1.2 Foundation of the subject.................................................................................................9

1.3Problem Statement..........................................................................................................11

1.4 Research Questions........................................................................................................11

1.5PURPOSE AND SIGNIFICANCE OF THE STUDY....................................................12

1.6 SUMMARY...................................................................................................................13

2 IMPORTANT THEORIES...................................................................................................14

2.1 Transformational Leadership.........................................................................................14

2.1.1 Intellectual Stimulation...............................................................................................15

2.1.2 Individualized Consideration......................................................................................15

2.1.4 Idealized Influence......................................................................................................16

2.2 Transactional Leadership...............................................................................................16

2.2.1 Contingent Rewards:...................................................................................................17

2.2.2 Management by special case (Active):.......................................................................17

2.2.3 Management by special case (Passive):......................................................................17

2.3 Organizational Commitment..........................................................................................18

2.3.1 Affective commitment................................................................................................20

2.3.2 Continuance Commitment..........................................................................................20

2.3.3 Normative commitment..............................................................................................21

2.4 Leadership Styles...........................................................................................................21

3 REVIEW OF LITERATURE...............................................................................................24

3.1 Transformational Leadership.........................................................................................25

3.2 Transactional Leadership...............................................................................................28

3.3 SUMMARY...................................................................................................................32

4 DATA HANDLING AND CONCEPTUAL FRAMEWORK.............................................33

4.1 Challenges of Data accumulation...................................................................................33

4.2 NEED AND SCOPE OF STUDY..................................................................................33

4.3CONCEPTUAL MODEL...............................................................................................34

4.4 Findings..........................................................................................................................34

4.5 RESEARCH METHOLOGY.........................................................................................35

4.5.1MEASURING VARIABLES.......................................................................................38


4.6 TOOL TO BE USED.....................................................................................................43

4.7LIMITATIONS...............................................................................................................43

5. RESEARCH DESIGN AND METHOD.............................................................................44

5.1 Population and sample selection....................................................................................44

5.2 Interpretation..................................................................................................................44

5.3 Analysis..........................................................................................................................45

5.5 Summary........................................................................................................................45

6.RESULTS OF ANALYSIS...................................................................................................46

6.1Purpose and Significance of Regression.........................................................................46

6.2 Regression and correlation Analysis..............................................................................46

6.3RESULTS AFTER THE ANALYSIS............................................................................58

7 CONCLUSIONS AND RECOMMENDATIONS...............................................................59

7.1 Theory in Practice..........................................................................................................59

7.2 Conclusions....................................................................................................................59

7.3 Recommendations..........................................................................................................60

7.4 Future Research and limitation......................................................................................60

7.5 Summary........................................................................................................................60

8.REFERENCES..........................................................................................................................


LIST OF ABBREVIATIONS

G Gender

H1 First Hypothesis

H2 Second Hypothesis

H3 Third Hypothesis

L Leadership

OC Organizational Commitment

P Personality

PT Limited Companies


1 INTRODUCTION

Organizational Commitment is one of the most important component when it comes to relationship of an employee with the organization. The employees who are less committed to their organizations are more inclined towards leaving the organizations. More associated the employees are to their organizations, less is the probability of them leaving it. One of the influential component of organizational commitment is associated with the attachment of employees to their organizations, along with their involvement in it.

Meyer and Allen (1991, 1997) proposed that employees remain employed for longer period of time when their needs are met and are willing to contribute more when are acknowledged for their contribution to the organization. The leader who acts as a mediator between the organizational environment and employees should be entrusted to ensure committed and dedicated employees. The leader should be familiar with impact of his/her behaviour towards the employees which would make difference towards the perceptions that the employees have for work place, or even the organization. He/she should effectively carry out his/her behaviours in front of employees to enhance followers’ commitments. The aim of this research is to examine the relationship between distinct leadership styles on organizational commitment.

Bennis (1959) states that, "Of all the hazy and confounding areas of the social psychology, leadership theory undoubtedly contends for the top nomination. And, ironically, may be greater has been jotted down and less understood about leadership than about any other topic in the behavioural sciences”. A leader should be an example 3 or role model for its subordinates and thus, it is important to be patient, honest, enthusiastic and above all he/she should be a problem solver” (Northouse, 2015).

Organizational commitment is a typical marvel which has been broadly tended to by numerous analysts worldwide because of its significance to the association (e.g. Edge and Perry, 1981; Kim, 2001; Lio and Nyhan, 1994; Lo, Ramayah, and Min, 2009). Organizational commitment has been connected to the execution of organizational constituents, their dependability, organizational citizenship conduct, counterproductive conduct, representatives' hostility, work fulfilment. Furthermore, other individual and gathering develops. Submitted workers are required to perform at a more prominent level than their uncommitted partners (Meyer, Paunonen, Gellatly, Goffin, and Jackson, 1989). They will work additional hours at the point when the occupation obliges them to do as such. They are additionally ready to advance the association as a positive work environment at.


It is important for the company to know what are the aspects that play important role or have big impact in boosting the commitment of the employees. Swanepoel, Erasmus, Van Wyk and Scheck (2000) highlighted that leadership styles that encourage employee commitment*Corresponding author. E-mail: [email protected] essential in order for an organization to successfully implement business strategies, achieving their goals, gain competitive advantage and optimizing human capital. Previous researchers on managerial performance suchas Kanter (1982) and Pavett and Lau (1983) pointed out that an important component of successful management is the ability to influence others. As such, committed employees are more motivated and dedicated towards meeting and achieving organizational goals (Pfeffer,1998).Because of its different accumulated advantages to the association, a few analysts have committed their push to research the predecessors of organizational commitment (e.g. Bateman and Strasser, 1984; Lok and Crawford, 2004; Meyer, Allen, and Smith, 1993). These components can be classified into four gatherings; organizational elements, including initiative, society, structure and procedures; singular components, including identity qualities, passionate remainder, scholarly remainder, and otherworldly remainder; work variables, including work attributes, and compensation frameworks; and environment elements, counting social connections and physical environment. The centre of this paper is on the impact of authority styles on workers' organizational commitment.

Leadership style is the most pervasive elements that impact representatives' mentalities and practices including authoritative duty. Pioneers have embraced different styles when they lead others in the association (Brown, 2003; Cheong, 2008; Chiang and Wang, 2012; Clark, Hartline, and Jones, 2009; Cox, 2001). Some are utilizing vote based, individuals or Relationship focused methodology and others favour despotic, generation focused strategy keeping in mind the end goal to accomplish a comparative objective, which is authoritative viability.

The decision of a style is dependent upon different elements, for example, identity qualities of pioneers, supporters' acknowledgment of the pioneers, their availability, errand intricacy and the standards and qualities grasped by the hierarchical individuals. Along these lines, pioneers must have exceptional capacity to analyse the authoritative environment, precisely distinguish the unexpected components and in this way settle on a steady choice in driving the association towards achievement.


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1.1 Structure of the study

This theory will comprise of five noteworthy areas. The principle idea, its motivation, and criticalness of the study alongside the applicable hypotheses will be talked about in section one. In the part, two speculations will be introduced which will take after the writing audit in section 3 for further preparing of this study. Section four will be about applied system and information accumulation. At that point section five will introduce the approach and methods utilized as a part of this study. Part six will be founded on results and talks. The last part will respect conclusions and pertinent suggestion to the subject picked.

1.2 Foundation of the subject

As it is as of now specified over that the reason for this study is to talk about the part of authority styles in organizational commitment and what influences it has made in India's connection. Whenever authority and organizational commitment is talked about, then two in number wordings that are firmly associated with both of target subjects are force separation and inspiration.

These two terms are specified in light of the fact that, authority styles that will be examined delineates both force separation and inspiration which straightforwardly influences the organizational commitment. Along these lines, the essential supporters and compartments of the topic are inspiration and power separation which will likewise be talked about in point of interest in later parts so as to connection the entire hypothesis. In this entire study, power separation will assume a part of arbitrator and workers' inspiration will be the go between administration styles and commitment.

To comprehend the idea, above all else, it's critical to comprehend the term of pioneer and how a pioneer ought to have impact in the advancement of an organization. A pioneer must get it furthermore, agreeable on the grounds that a pioneer is a column in an organization that helps the subordinates in meeting their models and in addition the objectives of their organization. A pioneer ought to be an illustration 3 then again good example for its subordinates and consequently, it is vital to be persistent, legitimate, energetic or more all he/she ought to be an issue solver (Northouse, 2015). About styles of authority, there are various analysts that are in support and backing of both styles. Be that as it may, here as the setting is for India, so the examination that is most fitting in Indian society will be introduced. It is imperative to comprehend that India setting is most certainly not as cutting edge as the created nations. In this way, being a creating nation India still has far to enhancing the


objectives and levels. Value-based initiative is more centered around value-based and gives/take approach (B.M Bass, 1985). A value-based pioneer is more centered on procedure and takes after the framework in which he/she controls the undertakings and subordinates taking into account their objectives and prize the subordinates taking into account their execution. For instance, if the execution is terrible the pioneer will rebuff the representative and if the execution is great then he/she will be remunerated as needs be. In straightforward words, the pioneer will set the prizes relying on the level of assignment accomplishment (Hand, Hicks, and Bahr, 2015).

Power separation is related more with value-based initiative as in this style, pioneers train the workers for assignment usage and subsequently, there is more correspondence hole amongst pioneer and devotee which portrays a specific level of force separation. How control separation is assuming a solid part in Indian connection will be further talked about later in the section for additionally understanding. As it is assuming a part of mediator, along these lines, it is essential to see how it is associated with the topic. Transformational pioneers take after an alternate methodology. These pioneers attempt to get into the matter themselves and help their subordinates to play out the undertaking bitterly. These pioneers take after the idea of contention explaining and support. They get themselves required in the entire matter and urge their youngsters to share distinctive thoughts and interesting methods for fulfilling the errands. They attempt to place subordinates in general talks and include them in basic leadership with a specific end goal to make the objective accomplished (McELROY, 2001).

Inspiration assumes a part of arbiter between transformational administration and its association with organizational commitment. The reason is that in transformational administration workers are included in every applicable matter of the organization thus there is a domain 4 of inspiration in the organization furthermore it improves the self-regard of the subordinates (Saeedet al., 2013). This intervention will be talked about in later sections for clear understanding.

As scientists have talked about that effective pioneers take after both transformational and value-based style in light of the interest of their part and nature of the assignment which should be accomplished by wanted gauges (Bernard M Bass, 1997). As both the styles have distinctive upsides and downsides relying upon the circumstances an organization is confronting at the current minute, in this way, consequently, it is conceivable that one pioneer uncovered both transformational and value-based methodology taking into account his/her principles. An organization and its administration dependably wish to contract the workers that are generally proficient, capable, excited, and idealistic or more all dedicated to the organization. The reason behind this need is that each administration needs to make their association as a benchmark for others and for this it needs a solid base that structure solid columns for the eventual fate of the organization deliberately (Voon, Lo, Ngui, and Ayob, 2011


1.3Problem Statement

Clarifying the issue explanation will make the subject less demanding to be comprehended furthermore it makes the responder comprehend that how Indian society is moving alongside these issues. As here the emphasis is on how the leadership styles influence the organizational commitment (along with supporting variables: inspiration and force separation) in broad daylight and private segments of India. In this way, here it is vital to comprehend what Indian connection really is and how individuals in Indian associations are adjusting to these progressions.

In India, the administration practices are diverse as that of Europe and the United States in any case, with the progression of time a great deal of change has been seen. The education rate of India is expanding with consistently and along these lines, training is giving better approaches to organizations to develop, learn and procure. This is on account of new graduates are presently offered opportunities to encounter the true associations and carry change with better instructive level. Indian organizations take after for the most part transactional approach. This will be later on talked about with proof and individual input of the organizations. Indian organizations don't concentrate on the idea of worker maintenance and inspiration. In a large portion of the organizations, representatives are work like machines instead of advantages of the organizations. This demonstrates seeing force separation which is exceptionally normal in India.

Abnormal state of Organizational commitment requires solid leadership strategies,, particularly in a creating nation. Both the leadership styles assume a vital part in this connection on the grounds that measurements of organizational commitment contrast from each other and requires solid examination keeping in mind the end goal to interface the entire idea. Measurements of the organizational commitment will be talked about later in the hypothesis segment. In this proposition, the investigation of the strategies took after by Indian pioneers in associations and how control separation is received as a solid strategy of errand fulfillment. The intervening part of inspiration and how individuals of India consider inspiration to be a wellspring of organizational commitment will likewise be talked about. How each of these components influencing the entire idea is basic to comprehend and along these lines, elaboration of these ideas is specified in the issue explanation.

1.4 Research Questions

In any study, the most vital part is to detail the research questions since, this is the base of the entire study and each and every element is relying upon this a player in the proposal. A research question draws the entire idea of study in an exact and seeing way which tells the entire reason and idea of research in a couple sentences (O'Leary, 2013).


As it is as of now said over the center of this study. So as indicated by that, the research question here will be:

"How leadership styles (transformational and transactional) influence the organizational commitment?”.

This research question figures the premise of the entire study that going to be exhibited. Be that as it may in the event that as indicated by the inquiry, it is seen that to legitimize this inquiry without clarifying the elements including in it, is unrealistic.

These inquiries will be legitimized with the assistance of writing survey and applicable hypotheses. Later on, these hypotheses will be executed on the study taking into account the situation exhibited previously. There are various researchers that have talked about these issues in various connections. In this way, applicable past studies will be taken and supports will be founded on these speculations.

1.5PURPOSE AND SIGNIFICANCE OF THE STUDY

The reason for this study is to investigate the idea of leadership and association commitment in the Indian setting. The measurements of organizational commitment will be talked about in subtle element to investigate the idea. The association of these measurements to the leadership styles will speak to the entire study. It is imperative to comprehend which measurement of organizational commitment is influenced by which style and how this interconnection impact overall in general society and private part of India. Alongside the specified components, this study will investigate the impact of force separation in Indian society and how this is influencing the organizational commitment in the more drawn out run.

Additionally, it is vital to discover when and how workers feel roused for their errands and how they get focused on their association. This study will assist help us to recognize the explanations behind why representatives search for different choices. It is vital to comprehend that leadership styles are autonomous while, organizational commitment is a ward variable. The significance of this study is to uncover and introduce the organizational foundation of India. Being focused on an organization is not a simple occupation. At the point when a worker get focused on its association, it implies he/she will put greatest endeavors to make the organization achieve the top. Be that as it may, this commitment does not come effectively. Why ought to a worker be focused on an association? What variables will be there keeping in mind the end goal to hold a worker?

What's more, why India needs to consider these things for future improvement? Every one of these inquiries demonstrate the importance of the study. These inquiries will be replied in the


last section after introducing and talking about the entire information. India is a creating nation and there are various associations supporting this nation to improve in the economy. At the point when the foundation of India is concentrated on it is seen that now more organizations have been privatized and after privatization the execution level of the workers have gone up. This change is a direct result of the leadership styles. General society segment is more associated with the transactional though, the private segment is currently concentrating more on transformational leadership style and in this manner, the change for good is occurring.

1.6 SUMMARY

This section shows the:

Structure of the study Background of the subject Problem articulation Research questions Purpose and centrality of the subject

The idea of the entire proposal is talked about at this point. The foundation and importance of the study demonstrate the estimation of this proposal which is talked about in point of interest above. The problem explanation is clarified alongside the research questions. A brief representation of the ward and free variables is likewise exhibited.


2 IMPORTANT THEORIES

This section will clarify the applicable hypotheses in which are:

Transactional Leadership and its sorts

Transformational Leadership and its sorts

Organizational commitment and measurements.

2.1 Transformational Leadership

Transformational Leadership depends on the possibility of motivation and incitement. A pioneer who is tailing this style is additionally spurring, including, empowering and accommodating. A transformational pioneer takes the representatives together keeping in mind the end goal to accomplish the aggregate objectives what's more, propels the workers with gratefulness, group coordination and individual consideration (Masood, Dani, Burns, and Backhouse, 2006). Transformational pioneers contribute more to the organizational objectives looking at the individuals who take after transactional style. Organizations and their procedures are more compelling and proficient with transformational pioneers (Bernard M Bass and Avolio, 1993b). Since they put more endeavors and work with their subordinates in a way with less power separation and along these lines by taking a gander at a motivational pioneer subordinates are more inspired towards diligent work (House and Shamir, 1993).

A pioneer with this style knows how to hold its representatives and how to oversee workload in an all the more neighborly and agreeable way. Since this pioneer is more connected with the laborers, hence, specialists likewise feel great and fulfilled by their work (Allix, 2000). In the event that a specialist is getting right supervision friendlily then he/she will be more drawn in with the organization's objectives and destinations. The earth in an organization truly matters a considerable measure and is one of the huge reasons individuals stay or quit any employment (Bernard M Bass and Riggio, 2006). 10 The essential topic of this style is that the transformational pioneer acts like a good example and have a solid impact on its specialists because of which representatives are pushed towards diligent work and objective accomplishment in an exceptionally positive manner (Bernard M Bass and Stogdill, 1990).


Transformational style traits are listed under four main categories by Bass and Avolio (Bass, 1990).Idealized Influence and Charisma; this dimension includes leaders earning respect and trust of the followers and by influencing their attitude in turn reaching organizational goals (Kırel, 2004). Inspirational Motivation; leader behaves friendly to followers gives advice, supports and encourages them to be successful (Saruhan and Yıldız, 2009).

These pioneers don't watch and screen workers like transactional pioneers. They are more concentrated on the most proficient method to clarify and show the vision of their organization all the more unmistakably to the representatives so they can endeavor hard to accomplish those objectives with an uplifting demeanor. There are a couple of segments of transformational administration:

2.1.1 Intellectual Stimulation Intellectual Stimulation is a system that is utilized by transformational pioneers as a part of request to propel workers towards advancement and innovative considering. It concentrates on better approaches for taking care of issues and builds up the interests of representatives to contemplate issues what's more, discover better approaches to roll out a positive improvement (Bernard M Bass and Reggie, 2006).

This strategy brings new chances to learn and new thoughts to produce enhanced results. It concentrates on cautious critical thinking with new and exceptional ways. Testing individual as well as pioneers' perspectives and finding the most proper methods for managing routine issues happen in an organization (Keller, 2006). As this method more spotlights on inventiveness and development along these lines it pushes workers to enhance their level of speculation and going for broke for a positive change.

2.1.2 Individualized Consideration In this shape the pioneer permits every person to take an interest and share the thoughts that can profit the organization and individual objectives. This method helps the pioneer to recognize and break down the singular commitment and consideration gave by every person to the motivation behind enhancing general execution (Piccolo and Colquitt, 2006).

In this frame a pioneer put consideration on every individual's particular needs, trusts, dreams and needs. A pioneer does actualizes his strategies as well as listens to its workers on an individual premise and spurs them to contribute autonomously and unquestionably without any dithering (Judge and Piccolo, 2004).2.1.3 Inspirational Motivation


Uplifting inspiration is the path in which a pioneer spurs the subordinates and rouses them with his activities and conduct towards the fulfillment of objectives. He conveys the vision unmistakably to the workers and persuades them to make future estimates hopefully (Piccolo and Colquitt, 2006). By doing this, the confidence of representatives go high and they feel more sure, engaged and decided while doing their assignments.

In this system, pioneer challenges the devotees to think past their limits and zones keeping in mind the end goal to accomplish an important target with an idealistic methodology. The pioneer fundamentally joins the individual objectives and organizational objectives with a significant reason behind each assignment took after by solid difficulties in a moving way, with the goal that result can achieve higher than expected (B.M Bass, 1985).

2.1.4 Idealized Influence Transformational pioneers act like a good example for the subordinates. The representatives of such pioneer have solid confidence in the authority, supervision, and preparing of their pioneer. Transformational pioneers attempt to convey the vision to their subordinates in an all the more clear furthermore, significant way (Bernard M Bass and Riggio, 2006).

This type of initiative depends on giving clear vision, qualities and how to make a mission effective while working in groups and moving the representatives keeping in mind the end goal to persuade them for putting more endeavors. Workers under this administration are normally dedicated to their organization and endeavor to meet the person and in addition organizational objectives (Bernard M Bass and Stogdill, 1990). The motivation behind this transformational administration is to endeavor hard for mission achievement with inspiration, eagerness, inventiveness, hazard bearing, certainty, and trust.

2.2 Transactional Leadership Transactional Leadership was introduced in 1947 by Max Weber and later on was further clarified by Bass Bernard in 1981 (Bernard M Bass and Stogdill, 1990). Transactional Authority depends on the general rules of Planning, controlling and arranging in an organizational administration process. The transactional pioneers are more definitive and inflexible in tenets. In this sort of authority, things are more methodical and straight to the procedure. When this style is followed in an organization then representatives need to listen to the requests of their pioneers (Kuhnert and Lewis, 1987). This style inclines toward sticks and carrots standard which implies if a representative is accomplishing the craved objectives then he will be remunerated and in the event that he neglects to meet the desires then he will be rebuffed according to the principle of the firm (Bernard M Bass, 1997).


As the word, exchange demonstrates that the relationship between a pioneer and subordinate is in view of giving and take. Great results will prompt prizes and advancements though awful execution will prompt disciplines or downgrades (Kuhnert and Lewis, 1987). In this definitive style, the presumption of a pioneer is that the deliberate routine will compel the representatives to meet the desire and consequently when they will get rewards they feel more spurred towards their work. The fundamental assignment of the laborers is to take after and comply with the guidelines of their pioneer and buckle down for meeting the craved objectives (Ghalandari, 2013). An or more purpose of this style is that it takes after a legitimate framework and administration is more concerned about the objectives of the organization as opposed to individual advantages. Pioneers attempt to spur the representatives with prizes unexpected to the workers' execution and disciplines where objectives are not met. In this setup, representatives have a trepidation of disciplines and subsequently attempt to work hard with the goal that they don't lose their employments or positions (Kuhnert and Lewis, 1987).

Then again the impediment of this style is that laborers can't be inventive and not permitted to meet the objectives according to their level of seeing yet are constantly requested that take after and obey what is being requested to them and along these lines, this routine turns out to be more similar to a cycle what's more, development gets to be trying in this sort of authority style (Jung, 2001). Bass Model of transactional initiative comprises of three measurements:

2.2.1 Contingent Rewards: In this measurement, pioneers concentrate on the prizes which representatives get in the wake of meeting the wanted objectives. In this measurement pioneer ceaselessly attempt to rouse representatives by positive guarantees furthermore, compensates. It is better for a pioneer to demonstrate constant inclusion and commitment towards his representatives keeping in mind the end goal to make appropriate give and take relationship decidedly(Hater and Bass, 1988).

2.2.2 Management by special case (Active): In this measurement a pioneer plainly watches the level of execution by every subordinate and guides the laborers all through the procedure, roll out improvements, enhancements to get the wanted results (Emery and Barker, 2007).

2.2.3 Management by special case (Passive):In this measurement pioneers for the most part sit tight for the issues to rise and afterward they react in like manner (Emery and Barker, 2007). Transactional Leadership is more on administrative style what's more, taking into account the lower level needs. Though transformational initiative is more centered on the larger amount needs.


2.3 Organizational Commitment

The normal meaning of commitment does not by any stretch of the imagination exist (Morris and Steers, 1993) on the grounds that distinctive creators give diverse definitions for the development. Mowday, Porter and Steers (1982) characterized commitment as the relative quality of an individual's relationship with an association and contribution in the association. At times a refinement is made between organizational commitment and errand commitment (Peeters and Meijer, 1995). Gallie and White (1993) declared that the expression "organizational commitment" alludes to the acknowledgment of organizational qualities and the ability to sit tight.

Undertaking commitment, then again, mirrors the exertion one puts into his or her work. Doorman, Steers, Mowday, and Boulian (1974) and Mowday, Steers and Porter (1979) characterized organizational commitment as a solid confidence in the association and eagerness to apply huge exertion towards the association. Commitment to association is connected to imperative business related elements, for example, worker truancy, representative turnover and worker work execution (Mowday, Porter, and Dubin, 1974; Mowday, Steers and Porter, 1979; Romzek, 1990; Ward and Davis, 1995).

Numerous theories of organizational commitment result from several studies conducted by Sheldon (1971), and Hrebiniak&Alutto (1972). Buchanan (1974) and Steers (1977) made studies concerning organizational commitment and found that organizational commitment was affected by four major factors: Personality, Job Specialty, Pay and Working Experience.

Organizational commitment is ordered into three segments; full of feeling, continuation and standardizing commitments (Allen and Meyer, 1990; 1996). Full of feeling commitment concerns the representative's enthusiastic connection to, recognizable proof with and inclusion in the association. Full of feeling commitment includes three viewpoints: (1) the arrangement of a passionate association with an association, (2) recognizable proof with an association (3) and the craving to keep up and gotten to be steadfast with organizational participation. Full of feeling commitment exists when a representative relates to an association and its objectives (Mowday, et al., 1979). Allen and Meyer (1997) said that representatives hold to be individuals from the association and attempt to expand their efficiency.

Duration commitment, then again, alludes to workers' appraisal of whether the expenses of leaving the association are more noteworthy than the expenses of remaining. Representatives who see that the expenses of leaving the association are more noteworthy than the expenses of staying will stay with the association. Rather than the other two segments of organizational


commitment, continuation commitment does not identify with feeling. It generally identifies with the ventures the representatives make in an association, for example, work exertion, time and advancement with work fellowships, abilities and political arrangements (Jaros, Jermier, Koehler, and Sincich, 1993). Allen and Meyer (1990) specified the idea of continuation commitment as a type of mental connection to a utilizing association that mirrors the degree to which an individual encounters a feeling of being secured on account of high cost of clearing out.

Organizational Commitment implies a mental connection, feeling of belongingness and inspiration to add to the organizational improvement. It is a procedure in which representatives imagine that it is their good and moral duty to think for the organization's future and putting time in organizational improvement will inevitably be useful in meeting their own objectives too (Gautam, Van Dick, and Wagner, 2004).

Fundamentally, organizational commitment is a scaffold that interfaces the workers with their organization. It quantifies the level of association and consideration that every person of the organization puts in furthermore it tells how coordinated are the objectives of people with the objectives of the organization (Feather and Rauter, 2004).

There can be a few purposes behind a representative to stay inside the organization. For instance, one might be mentally connected with his/her organization, perhaps they cherish their work, possibly they are stuck in view of good pay bundle or it might be a weight for somebody as though he/she won't work then may lose employment thus the reason is money related flimsiness (Loi, Hang‐Yue, and Foley, 2006).

In this manner, by taking a gander at such a variety of various reasons that keep a worker joined to his/her organization, it is plainly unmistakable that there can be both positive and negative consequences for representatives' work fulfillment and self-regard (Lee and Peccei, 2007).

Organizational commitment tells that how mentally joined an individual is with its firm and how much contribution is appeared so as to meet the objectives of an organization with additional endeavors and inspiration. Organizational commitment is, hence, measuring the level of interest, affiliation, contribution and inspiration that an individual holds for a specific organization (J. P. Meyer, Becker, and Vandenberghe, 2004).

With a specific end goal to hold representatives and concentrate more on their interests for which they are staying in the organization, the model of organizational commitment will be taken after. It incorporates three measurements which help in distinguishing representatives' conduct and how to enhance the level of commitment by remembering these measurements (Hennig-Thurau, 2004).


2.3.1 Affective commitment Full of feeling commitment measures the level of connection and friendship that an individual has with the organization. Representatives now and then get sincerely appended to their organization and this can be because of a few reasons, for instance, great inner relations, great environment, neighborly environment and associate inspiration (Van Knippenberg and Sleebos, 2006).

At the point when a worker gets consideration and unmistakable personality in an organization, he/she gets related to it by heart and after that it turns into an explanation behind them to stay in the organization and not leave their occupations. This measurement tells that a worker won't leave the employment in the organization since he wouldn't like to abandon it. So this is the compatibility between organizational objectives and individual yearning (Powell and Meyer, 2004). In actuality, representatives with this measurement more often than not have an inspirational mentality towards the accomplishment of organization's objectives as, their will to stay in the organization is not in view of monetary components. (Powell and Meyer, 2004).

2.3.2 Continuance Commitment This measurement is more identified with the dangers and expenses related when one leaves an organization. This measurement measures the requirements of the workers for which they are sitting tight in an organization. A worker won't not leave the firm as a result of the evaluation, pay, restorative and other monetary advantages or not so distant future advancement. Thusly, they will stay in the firm since they require those advantages (Powell and Meyer, 2004).

This measurement lets us know that the workers are staying on the grounds that they don't have better options and substitutes of the present place of employment and that they have an abnormal state of speculations (as far as time, endeavors, future additions) at their present place of employment (J. P. Meyer et al., 2004).

This hypothesis delineates that if the workers are given better open doors they may leave the organization for their own advantages and will consider them as their first need. Representatives under this classification need exceptional consideration and inspiration since they adhere to the organization on account of financial elements and self-interests (annuity arranges, assignment, involvement in particular abilities) thus they can leave the organization at whatever time at whatever point the will discover something better. This measurement connects the organizational objectives with benefit and misfortune in requirements of an individual connected with that specific organization (Powell and Meyer, 2004).


2.3.3 Normative commitment This measurement lets us know the level of association that an individual ought to have in the organization. Representatives under this class feel that they must be in this organization since they ought to be (J. P. Meyer and Parfyonova, 2010). This measurement interfaces the representatives' good and moral state of mind towards the organization. They consider it as an commitment to be faithful to their organization if the organization is benefiting something for them (Gellatly, Meyer, and Luchak, 2006).

This sort of workers stays faithful to the organization as they think their organization is giving them with advantages and addressing their needs so they ought to be faithful to their organization in any way. It demonstrates that this kind of workers stays in the organization regardless of the fact that they are definitely not totally fulfilled by their employments or regardless of the fact that they improve open doors they will stick to their organization (Gellatly et al., 2006). Workers with this psyche think they ought to consider their place as need in view of a few elements, for instance, they imagine that the organization has paid a considerable measure of cash on their preparation so they ought not squander this exertion of the organization and pay it back with their faithfulness and commitment. So this measurement connects the social and good obligation of people with their organization's objectives (Powell and Meyer, 2004).

Regularizing commitment alludes to representatives' sentiments of duty to the association. Representatives with abnormal states of regularizing commitment stay with the association since they feel that they need to. In belligerence for their system, Meyer and Allen (1991) battled that full of feeling, continuation, and standardizing commitment were segments as opposed to sorts since workers could have changing degrees of every one of the three. They exemplified the three sorts of commitment by saying that one worker may feel both a solid connection to an association and an awareness of other's expectations to remain. A second worker may appreciate working for the association additionally perceive that leaving would be exceptionally troublesome from a financial viewpoint. At last, a third worker may encounter an impressive level of yearning, need, and duty to stay with the present business (Allen and Meyer, 1997). As indicated by Randall and O'driscoll (1997), standardizing commitment is a workers' ethical commitment that is available when an association gives moral quality what's more, budgetary backing for its workers' advancement and necessity.

2.4 Leadership StylesLeadership style is the methodology of giving guidance, actualizing arrangements, and rousing individuals (Northouse, 2015). Pioneers ought to recognize the best initiative style to deal with their workers in the association. Harry S. Truman, 33rd President of the United


States once said, "A pioneer is a man who can induce individuals to do what they would prefer not to do, then again do what they are excessively apathetic, making it impossible to do". Administration is a procedure, includes impact, happens inside a gathering contact, and includes objective fulfillment. Utilizing this case, authority is characterized as a procedure where an individual impacts a gathering of different people to accomplish a shared objective. At the end of the day, the pioneer is the motivation and chief of the activity. He or she is the individual in the gathering that has the blend of identity and aptitudes that make others need to take after his or her heading. In business, initiative is firmly connected to execution. Powerful pioneers are the individuals who can increment their organization's primary concerns.

Administration is critical so as to oversee and control representatives and associations. The appropriateness of authority styles to be utilized as a part of an association depends on the segment of business in which they are working. A viable pioneer is somebody who knows how to rouse and identify with subordinates, knows how to expand the representatives' inspiration and make workers faithful to the association. The most all inclusive initiative styles concerns value-based, transformational what's more, free enterprise. These three styles are usually connected in different associations these days. Value-based authority is about energy to play out specific assignments and remunerate or rebuff as indicated by workers' execution. In the event that workers perform well, the pioneer will remunerate them, yet in the event that their execution is not surprisingly, they will be rebuffed. In transformational authority, pioneers demonstrate the estimation of laborers focusing on what benefits their work group can accomplish instead of on individual interests, they know how to propel representatives, know how to peruse them and know step by step instructions to handle them. In free enterprise administration style, pioneers have least contribution in basic leadership.

They permit representatives to settle on their own choices yet they are still in charge of the result. Free enterprise works best at the point when individuals are competent and spurred in settling on their own choice and supposition. The workers are sure and there is no prerequisite for focal coordination.

Leadership is viewed as a basic element in the start and usage of the changes in the associations. On the off chance that the authority needs to cause a positive effect on people, groups, and associations, both professionals and specialists have recommended that before administration ideal models, for example, mandate versus participative administration, thought versus starting structure, dictatorial versus law based initiative, and undertaking versus relations-arranged authority ought to be widened (see, for instance, Avolio and Bass, 1995; Bass and Avolio, 1990; Conger, 1993; Ekvall and Arvonen, 1991, 1994; Puffer and McCarthy, 1996).

One branch of initiative research that has demonstrated helpful to the investigation of CEO level administration has been Bass (1985, 1999) system of value-based/transformational authority. Bass (1985, 1999) structure was produced inside bigger organizational connections, and it has been effectively connected to the investigation of top-level directors


(Lowe, Kroeck, and Sivasubramanian, 1996). The meaning of transformational and value-based authority styles was based on earlier arrangements, for example, relations-situated versus assignment arranged initiative (Fiedler, 1967) and order versus participative administration (Heller and Yukl, 1969). Value-based authority propels people fundamentally through unexpected prize trades and dynamic administration by exemption. Value-based pioneers set objectives, articulate express understandings with respect to what the pioneer anticipates from organizational individuals and how they will be compensated for their endeavors and commitment, and give useful criticism to keep each individual on errand (Bass and Avolio, 1993b; Howell and Hall-Merenda, 2002). In any case, transformational initiative is appealling, persuasive, mentally invigorating, and independently kind (Avolio, Bass, and Jung, 1999). These pioneers help people rise above their self-enthusiasm for the bigger vision of the firm. They have faith in individuals, and they are driven by a solid arrangement of qualities, for example, dependability, trust, and individual regard for workers, something that could emphatically impact organizational commitment.

SUMMARY

All applicable hypotheses have been examined in point of interest in this part which will be more investigated in the following section. It is examined in insight about:

Transformational initiative and subtypes Transactional initiative and subtypes Power separation and impacts Motivation and its prerequisite Organizational commitment and it's measurements


3 REVIEW OF LITERATURE

Burns (1978) remarks that, "Leadership is one of the most inspected and still not understood phenomena on earth.”. “From time to time, it has been believed that the actual solution to humanity‘s various problems and challenges are placed in the hands of exceptional individuals – leaders” (Storey, 2005). Stodgily (1974) claims that, "There are almost as many definitions of leadership as those who have attempted to define the concept. A company and its management always wish to hire the employees that are most efficient, talented, enthusiastic, and optimistic and above all committed to the company. The reason behind this need is that every management wants to make their organization as a benchmark for others and for this it needs a strong base that form concrete pillars for the future of the company in a strategic way” (Voon, Lo, Ngui, &Ayob, 2011). “Despite that the need for an understanding of leadership as complex, contextualized and richer characterization is becoming more audible” (Collinson, 2005; Kets, R., & Miller, 1991; Stacey, 1999). Also, Bennis (1959) states that, "Of all the hazy and confounding areas in social psychology, leadership theory undoubtedly contends for the top nomination. And, ironically, probably more has been written and less known about leadership than about any other topic in the behavioural sciences" (p 259).

There are many virtually unlimited number of theories proposed on leadership. But the most renowned and relevant ones are the following.

Trait Theory of Leadership Behavioural Theory of Leadership Path-Goal Theory of Leadership Vroom Theory of Decision Making Managerial Grid Transactional Leadership Leader-Member Exchange Theory of Leadership


With a specific end goal to see any subject, it is vital to give some examination premise so that the peruses can be persuaded for the point and its presence has critical impacts and discoveries beforehand. The writing survey will make the premise of this postulation solid and it will bolster the hypothesis to be consistent with the Indian circumstance. Principle variables of the point will be talked about here and afterward in the following section the theoretical structure of the study will be examined.

In this way, the basic role and criticalness of this subject have been examined. Presently, moving on to the following stride which depends on exploration proof. Past exploration and the perspectives appeared in them are examined here. It is as of now examined in the past part that force separation and motivation are the two elements directing the impacts of leadership on organizational responsibility.

In this part, the emphasis will be on the writing and hypothesis in subtle element. The principle elements by which the point is encompassed by, are transformational leadership, value-based leadership, what's more, organizational duty. At that point how the level of responsibility is influenced by motivation what's more, what is the part of force separation in an association? Here, what specialists said in regards to these components is introduced and how it was already examined. In this section, all components will be talked about in point of interest with the assistance of past exploration and after that how these elements are influencing Indian society and associations. At that point a hypothesis for every component will be framed on which this proposition venture is based.

Various creators have portrayed these components in various routes with particular methodologies which will shape a solid association between past studies and future suggestions. So as to make the entire proposition reliable, it is imperative to legitimize the discoveries with the help of past exploration keeping in mind the end goal to make perusers persuaded for the subject and its criticalness.

In this segment, presentation of all the past pertinent examination is demonstrated which will bolster the study and will be useful to legitimize it bitterly.

3.1 Transformational Leadership Transformational leadership concentrates on superior while working in groups. Transformational pioneers are agreeable and more engaged for the individual execution under a group. Here, some past examination foundation of transformational leadership is talked about and that what scientists have said and in regards to this style.

García-Morales, Jiménez-Barrionuevo, and Gutiérrez-Gutiérrez, (2012) has talked about that transformational leadership helps the association in improving its general execution. The causes examined by these creators are advancement and organizational learning. They say that organizational learning and development both acquire positive change an association's prosperity what's more, it makes the representatives inspired towards their work and permits


them to share their thoughts in an open way. What's more, everybody is permitted to share their thoughts, in this way, it gets to be simple to bring development which influences the association all in all emphatically. This demonstrates that specifically and in a roundabout way transformational leadership influences organizational duty emphatically. Avolio, Zhu, Koh, and Bhatia, (2004) appeared in their overview of the healing facility that transformational leadership helps in expanding organizational duty. In this article, it is said that how an individual gets connected to the organization mentally when he/she is given legitimate consideration and collaboration for assignment fulfillments and different matters. It demonstrated that transformational pioneers don't have vast correspondence crevices and separations with their subordinates which help the workers getting into the assignment usage and in this way, they exhibit distinctive thoughts with no deterrent. Slope, Seo, Kang, and Taylor, (2012) they talked about the impacts of transformational leadership on the regulating responsibility of worker towards their association. As indicated by the study, it was demonstrated that distinctive progressive levels in an association bring a little trouble when a change should be actualized inside the firm. While, if direct administrator takes after transformational approach and supports the workers towards the adjustment in a more positive route then there are more odds of less change resistance and high flexibility. Joo, Jun Yoon, and Jeung, (2012) displayed in his study that representatives are more fulfilled and focused on their associations when there is an amicable domain, their pioneer has the valor to share his vision and eloquent the mission in a benevolent and great air. Most of the workers anticipate that their pioneer will permit them to take part and share considerations when settling on a choice all in all.

Transformational leadership is clarified by Bernard M Bass and Avolio, (1993a). they said that the transformational pioneers dependably attempt to comprehend the present and given circumstance in an organization, then make their perspectives and investigate the condition and afterward talk about this issue to their subordinates not a pioneer but rather as a part of the organization. The transformational pioneer puts himself at subordinates put and keeps up a domain of balance which makes subordinates agreeable and this procedure works better for organizational duty in a long run.

At the point when the classes of transformational leadership are examined, it is seen that the pioneers who take after scholarly incitement attempt to acquire advancement in groups. They push the workers towards new procedures of critical thinking and helps them in discovering one of a kind ways to achieve the undertakings in a superior and more creative ways that can help the organization making its place solid.

Glorified thought depends on the idea of contention determination. Representatives dependably need their pioneer to be the best issue solver and they need a pioneer who can


control them towards the right way and present himself like a good example for his subordinates.

Solidarity is a critical thing for undertaking achievements. Along these lines, rousing motivation focusses on imparting thoughts and perspectives to subordinates and permitting them to take part for the benefit of the organization and considering the organization as "their own particular spot". This feeling of belongingness makes the representatives feel more dedicated to the organization.

Admired impact lets us know that what picture the workers have in their psyche with respect to their pioneer. Representatives need to see their pioneer for instance setter so they can tail him/her also, embrace comparative style and strategies as their pioneers do. As it is seen that diverse scientists have portrayed transformational leadership in their own ways. Bass and Avolio as the underlying analysts have characterized it in a more concrete and methodical way. As per these analysts, it is a procedure in which pioneers and adherents join with the end goal of individual and also organizational objectives.

In the Indian connection, it is seen that this leadership style can effecttivly affect the execution of supporters. It will be examined in point of interest in the examination part however as Indian society is taking after force separation, along these lines, this study can make recognizable proposals toward the end. Value-based leadership styles are more received in Indian society which will be defended later in the outcomes. In any case, diverse past analysts have talked about this style in different perspectives.

Pioneers who tail this style have a tendency to be despotic and authoritarian which on occasion can be a great approach to compel the subordinates on the off chance that they don't work appropriately. In any case, in a large portion of the cases it is not an exceptionally rousing style according to workers' proposal. Value-based pioneers attempt to watch out for their labourers and don't help them in their errand as an individual from the group yet rather they give directions and administer the assignment as a pioneer however not as a part which gives worker a sentiment low and abnormal state of assignments (Zhu, Sosik, Riggio, and Yang, 2012).

Value-based pioneers screen the errand as an administrator and teaches the workers where he/she opposes the work is not done in the coveted way. These pioneers concentrate more o the end comes about than on the components of propelling representatives towards their work. They have a tendency to be strict what's more, educational far-fetched transformational pioneers. It is critical to watch out for the representatives' execution however in the event that it took care of with motivational and mental elements, it might end up being more fruitful (Ribiere and Sitar, 2003).


Value-based pioneers work as per the present circumstance given to them instead of concentrating on the long haul vision. These pioneers for the most part abstain from going for broke in their errands. The work in a do as guided zone and need their subordinates to work in like manner. Hazard shirking is a decent procedure eventually however in the event that an organization needs to exceed expectations in the business sector then hazard taking ought to be made basic piece of cooperation. Thusly, these pioneers just work as indicated by their own usual range of familiarity and don't permit their subordinates to go out on a limb in any assignment (Epitropaki and Martin, 2005). As it is said that these pioneers don't care for going out on a limb according to the analysts claim. It is too said that these pioneers don't take creative activities to change the things for better. Advancement is not a typical strategy of this leadership style as development itself needs chance acknowledgment. These pioneers attempt to work in a customary normal way and spotlight on the short term objective as opposed to long haul advantages of development. Hence, in this leadership style a organization can survive however can't expect something incredible out of the representatives which can influence fate of the organization (Pieterse, Van Knippenberg, Schippers, and Stam, 2010). Value-based pioneers don't concentrate on representatives' mental strengthening and work which prompts demotivation now and again. Since these pioneers don't permit the subordinates.

3.2 Transactional LeadershipTransactional Leadership styles are more embraced in Indian society which will be advocated later in the outcomes. Be that as it may, distinctive past specialists have talked about this style in different aspects. Leaders who tail this style have a tendency to be totalitarian and oppressive which now and again can be a great approach to constrain the subordinates on the off chance that they don't work appropriately. Be that as it may, in the majority of the cases it is not an extremely persuading style according to workers' proposal. Transactional pioneers attempt to watch out for their specialists and don't help them in their undertaking as an individual from the group yet rather they give guidelines and administer the undertaking as a pioneer yet not as a part which gives worker a sentiment low and abnormal state of assignments (Zhu, Sosik, Riggio, and Yang, 2012).

Transactional pioneers screen the assignment as a boss and teaches the representatives where he/she supposes the work is not done in the craved way. These pioneers concentrate more o the end comes about than on the variables of spurring representatives towards their work. They have a tendency to be strict what's more, enlightening improbable transformational pioneers. It is vital to watch out for the workers' execution however in the event that it took care of with motivational and mental variables, it might turn out to be more fruitful (Ribiere and Sitar, 2003). Transactional pioneers work as indicated by the present circumstance given to them instead of concentrating on the long haul vision. These pioneers for the most part abstain from going for broke in their assignments. The work in a do as guided zone and need their subordinates to work in like manner. Hazard evasion is a decent technique sooner or


later yet in the event that an organization needs to exceed expectations in the business sector then hazard taking ought to be made regular piece of cooperation. In this manner, these pioneers just work as indicated by their own particular safe place and don't permit their subordinates to go for broke in any assignment (Epitropaki and Martin, 2005).

As it is said that these pioneers don't care for going out on a limb according to the specialists claim. It is moreover said that these pioneers don't take imaginative activities to change the things for better. Development is not a typical system of this administration style as advancement itself needs hazard acknowledgment. These pioneers attempt to work in a standard normal way and spotlight on the short term objective as opposed to long haul advantages of development. Consequently, in this administration style a organization can survive however can't expect something incredible out of the workers which can influence eventual fate of the organization (Pieterse, Van Knippenberg, Schippers, and Stam, 2010).

Transactional pioneers don't concentrate on representatives' mental strengthening and work which prompts demotivation now and again. Since these pioneers don't permit the subordinates to function according to their own particular comprehension and utilize their inventive thoughts. Or maybe, these pioneers teach the representatives to act according to the specified part depiction and work as needs be. It is said that (Jung, 2001). In transactional authority, the association amongst pioneer and devotee lies on the premise of trades. These trades execution and prizes. Transactional pioneers are more concentrated on the final product of the result. These pioneers attempt to accomplish their objectives by training workers and offering diverse prizes and conceivable disciplines to their representatives. For case, if a worker meets the said criteria and accomplished the sought objective then he/she will be offered with some advancement, reward or might be an occasion. Though, if a worker neglects to meet the objective then he/she can confront end, downgrade, additional workload alternately might be compensation cut (Northouse, 2015).

These sort of pioneers more often than not stay out of the long haul basic leadership prepare that takes place in their work environment and just concentrate all alone execution by having short-term targets. In the classifications of transactional authority, it is seen that in the methodology of unexpected prizes, pioneers give rewards and rewards when the objectives are accomplished. While disciplines are given when the representatives neglect to meet the objectives.

Administration by special case is a methodology that has two subtypes. In the dynamic sort, the pioneers screen the execution of their workers and aide them at each progression. Though, in inactive sort, the pioneers sit tight for the result and afterward take activities as needs be. These styles fluctuate for the circumstance to circumstance and spotlights on fleeting undertaking achievement. Various specialists have talked about the way that powerful


pioneers use both transformational and transactional administration styles taking into account the need of the organization and current errand that they need to finish. It relies on upon what is the conduct of representatives while working and to what degree they comprehend their pioneer. It likewise relies on upon the level of interest the representatives take while playing out an errand. In some cases the sticks and carrots get to be a need of undertaking usage and in some cases the representative they work so hard that the rewards turn into an unquestionable requirement (Burns, 2003).

In this style, it is seen that a considerable measure of scientists had given their perspectives and the vast majority of them said that both the styles are successful in their own particular manner. However, Burns has given it a shape for Indian connection. He has depicted it in a way that it can suit Indian society and that both the styles significantly affect the motivational level of workers. Both the styles have distinctive methods that influence the workers in various ways. Transformational initiative permits representatives to be more open towards pioneers with respect to all their concerns. Though, in transactional authority style, workers definitely know whether they can get a prize or discipline thus they perform in like manner. Both the styles have effects, but that fluctuate from pioneer to pioneer and the way they explain these styles.

Leadership styles, based upon the above theories, can be divided broadly into 2 sub types

1. Transformational leadership2. Transactional leadership

Transformational leadership

Bass (1990) said that “occurs when leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group” (p. 21).

“A leader could provide a challenge and meaning through the use of simple words, slogans, symbols, and metaphors to generate acceptance of missions, without necessarily being charismatic” denoted by (Bass, 1999, p. 19).

Transactional leadership

Bass (1990, p.20) when using contingent reward, “the leader gets things done by making and fulfilling promises of recognition, pay increases, and advancement for employees who perform well … and contrary, employees who do not do good work are penalized.”


Laissez-faire

Unlike transactional or transformational leaders he is not keen on avoiding problems whereas he waits for it and face it instead. He is not an active for of leader. This is a leader who is actually “waiting for problems to arise before taking corrective action” (Bass, 1999, p. 11). Lok and Crawford (2004, p. 324) wrote, “Leadership contributes significantly in the success and failure of an organization.”

Organisational commitment can be divided into three components

1. Continuance Commitment.2. Normative Commitment.3. Affective Commitment.

“Meyer and Allen (1990, 1991, 1997) stated that a differentiation is there between attitudinal and behaviour commitment. The attitude or the mind-set of an employee is measured in relation tone of the following i.e. antecedents (conditions) or consequences of commitment (behaviour). This is attitudinal approach. Whereas, the course of action has important role as employees become committed specifically to that certain existing behaviour is the behavioural approach e.g. remaining employed in the organization, rather than to the organization itself and, as a consequence, tending to assimilate their attitudes accordingly with the prevalent perception of work experiences to keep it consistent and avoid cognitive dissonance (Meyer & Allen, 1988, 1991, 1997). It is assumed that within the attitudinal perspective, behaviour, as a consequence of commitment, can influence the conditions that affect the state of commitment, while behavioural perspective suggests that attitudes as an outcome of certain behaviour may have an impact on a recurring occurrence of such behaviour (Meyer & Allen, 1991). The two approaches have both affected the conceptualizations of organizational commitment, to a great extent, and often the distinction can be viewed as blurred, depending on the interpretation of certain phenomena.”By Sharon Clinebell, Vida Škudienė, RenataTrijonyte, James Reardon,


3.3 SUMMARY

In this section, it is attempted to represent all the hypothesis connected to the speculations. As transformational and exchange leadership is brought regarding responsibility elements, so control separation and inspiration alongside their hypothesis are likewise displayed. Change leadership is emphatically connected with inspiration though, in the value-based approach it is watched that more power separation is connected. How control separation is related to these leadership styles and to what degree is it influencing representatives responsibility will be exhibited later.

At that point how a worker can be roused with transformational and value-based leadership will be appeared in results. The principle point is to examine hypothesis and hence it is required to incorporate the hypothesis with the outcomes to make peruses comprehend the idea.

In the following parts, investigation of how this association can be demonstrated with the assistance of poll advancement and information gathering will be examined.


4 DATA HANDLING AND CONCEPTUAL FRAMEWORK This part predominantly comprises of four segments. The period of information accumulation and its difficulties have been highlighted in this part and after that the underlying reasonable system which will demonstrate the idea of the proposition is exhibited.

4.1 Challenges of Data accumulation

Amid the information accumulation, a few obstacles were discovered which made the entire procedure a little moderate and tedious.

Many people were not willing to give the responses and refused on our faces. Many were not feeling much confident that the data collected was only for the research.

Many people took from us the questionnaire but not really returned them, saying they would fill it up and then to later collect it from them.

4.2 NEED AND SCOPE OF STUDYOrganizational commitment is one of the most researched topic in literature of management. It is sometimes also associated with many other components such as job satisfaction, better performing employees and low attrition rate. As said by Pierce and his fellows “Organizational commitment is a significant attitude of employees related to their jobs, which needs to be analysed by their employer”. Pierce, J.L., Gardner, D.G. & Dunham, R.B. (2006). So it becomes important component for organization to determine the commitment level of employees.

Fig. 1


Both Organizational Commitment and Leadership Styles are topics of wide scope and high complexity. So taking this fact in account we will be confining the scope of our research to a limited area. We will study the Influence of leadership styles on Organizational commitment of the employees in health care institutions in Chandigarh.

The research takes dependent variable as Organizational Commitment and the independent variable as Leadership styles.

4.3CONCEPTUAL MODEL

TRANSACTIONAL LEADERSHIP

TRANFORMATIONAL LEADERSHIP

H1, H2

Governmental oraganizations

4.4 Findings

The poll for the study was circulated in various organizations speaking to open what's more, private segments. A great deal of obstacles were confronted in information accumulation yet finally the procedure was wound up gathering 124 polls with legitimate criticism. Given that a low number of respondents was recorded, the conclusions are been made likewise.


LEADERSHIP STYLES

ORGANIZATIONAL COMMITMENT

This study demonstrated to us that the association between the leadership styles and authoritative responsibility. The impact of directing variable and interceding variable put more clarity to the idea and to realize that with the impact of directing and interceding variables if there are contrasts in the consequences of relapse.

4.5 RESEARCH METHOLOGY

RESEARCH QUESTIONS

Q.1 – Do the employees working in healthcare institute have high level of commitment for their institutions?

Q.2 – Do Leadership styles influence employees’ commitment to their organization?

HYPOTHESIS

H1= Transformational Leadership Styles have significant impact on active organizational commitment.

H2= Transactional Leadership Styles have significant impact on continuance organizational commitment.

H3= Transactional Leadership Styles have significant impact on normative organizational commitment

H4= Transactional Leadership Styles have significant impact on active organizational commitment

H5= Transformational Leadership Styles have significant impact on continuance organizational commitment

H6= Transformational Leadership Styles have significant impact on active organizational commitment

H7= Leadership Styles have significant impact on organizational commitment

H8= Leadership Styles have no significant impact on organizational commitment.


Objectives Hypothesis Questions used (Variables used)

Data Analysis Tools

To Study the impact of organizational values on employees.

H1: Transactional Leadership Styles have significant impact on active organizational commitment.

IV: Transactional Leadership Styles

DV:Active Organizational Commitment.

1. Correlation Analysis

2. Regression Analysis

H2: Transactional Leadership Styles have significant impact on continuance organizational commitment.


DV: continuance organizational commitment



H3: Transactional Leadership Styles have significant impact on normative organizational commitment.


DV: normative organizational commitment



H4: Transformational Leadership Styles have significant impact on active organizational commitment.

IV: Transformational Leadership Styles

DV:Active organizational commitment.



H5: Transformational Leadership Styles have significant impact on continuance organizational commitment


DV: Continuance organizational commitment



H6: Transformational Leadership Styles have significant impact on normative organizational commitment


DV: Normative organizational commitment




H7: Leadership Styles have significant impact on organizational commitment

IV: Leadership Styles

DV: organizational commitment



H8: Leadership Styles have no significant impact on organizational commitment

IV: Leadership Styles

DV: organizational commitment



RESEARCH DESIGN

This research is a descriptive research which will include use of analytic tools by employing different scales developed by specialists for collection of data, its analysis and interpretation.

POPULATION

The population of the research is the employees for healthcare institutes working in government and/or private healthcare institutes Post Graduate Institute, Fortis and Alchemist.

SAMPLE

The sample of the research will include doctors, head nurses and their subordinates. Random sampling process will be followed

The sample size will be 120+.

DATA COLLECTION

VARIABLES- The variables to be used for the research are-

DEPENDENT VARIABLE- Organizational commitment


INDEPENDENT VARIABLE- Leadership Styles

The data to be compiled for the analysis through software like Rstudio, SPSS etc. would be done through the questionnaires which will be filled up by the employees working in the health care organizations

We would be visiting health care organizations and dividing the task into sub tasks which need to be carried out. Questionnaire would be containing 48 questions, 45 from the MULTIFACTOR LEADERSHIP QUESTIONNAIRE (Bass &Avolio, 1997; Avolio, Bass & Jung, 1999) and 3 from the OCCUPATIONAL AND ORGANIZATIONAL COMMITMENT (Meyer, Allen, and smith 1993).

4.5.1MEASURING VARIABLESVARIABLES ITEMS REFERENCES

LEADERSHIP STYLES

1 S/He provides others with assistance in exchange for their efforts

2 S/He re-examine critical assumptions to questions whether they are appropriate

3 S/He fails to interfere until problems become serious

4 S/He keeps a focused attention on irregularities, mistakes, exceptions, and deviations from standards

5 S/He avoids getting involved when important issues rise

6 S/He talks about his/her important values and beliefs

7 S/He is absent when needed

8 S/He seeks different perspectives when solving problems

9 S/He talks optimistically about the future

10 S/He instill pride in others for being associated with him/ her

11 S/He discuss in specific terms that who is responsible for achieving performance targets

12 S/He waits for things to go wrong before taking actions

13 S/He talks enthusiastically about what needs are to be accomplished

14 S/He specifies the importance of having a strong sense of purpose15 S/He spends time for teaching and coaching

MULTIFACTOR LEADERSHIP QUESTIONNAIRE (Bass &Avolio, 1997; Avolio, Bass & Jung, 1999)


16 S/He makes clear what one can expect to receive when performance goals are achieved.

17 S/He shows that he/she is a firm believer in ―If it ain‘t broke, don‘t fix it

18 S/He goes beyond self interests for the good of the group

19 S/He treat others as individuals rather than just a member of a group

20 S/He demonstrates that problems must become chronic before he/she takes action

21 S/He acts in a way that build other‘s respect for him/her

22 S/He concentrates his/her full attention on dealing with mistakes, complaints and failure

23 S/He considers the moral and ethical consequences of decisions

24 S/He keeps track of all the mistakes

25 S/He displays a sense of power and confidence

26 S/He articulates a compelling vision of the future

27 S/He directs his/her attention towards failures to meet standards

28 S/He avoids making decision

29 S/He considers an individual as having different needs, abilities and aspirations from others

30 S/He get others to look at problems from many different angles

31 S/He helps others to develop their strengths

32 S/He suggests new ways of looking at how to complete assignments

33 S/He delays in responding to urgent questions

34 S/He emphasizes the importance of having a collective sense of mission

35 S/He expresses satisfaction when others meet expectations

36 S/He expresses confidence that goals will be achieved

37 S/He is effective in meeting others‘ job related


needs

38 S/He uses methods of leadership that are satisfying

39 S/He get others to do more than they expected to do

40 S/He is effective in representing others to higher authority

41 S/He works with others in a satisfactory way

42 S/He heighten others‘ desire to succeed

43 S/He is effective in meeting organizational requirements

44 S/He increases others‘ willingness to try harder

45 S/He leads a group that is effective

VARIABLES ITEMS REFERENCES

ORGANIZATIONAL COMMITMENT

Factor 1: Affective Organizational

1. I would be very happy to spend the rest of my career with this organization.

2. I really feel as if this organization's problems are my own.

3. I do not feel a strong sense of "belonging" to my organization. (R)

4. I do not feel "emotionally attached" to this organization

5. I do not feel like "part of the family" at my organization.

ORGANIZATIONAL COMMITMENT (Meyer, Allen, and smith 1993)


6. This organization has a great deal of personal meaning for me.

Factor 2: Continuance Organizational1. Right now, staying with my

organization is a matter of necessity as much as desire.

2. It would be very hard for me to leave my organization right now, even if I wanted to.

3. Too much of my life would be disrupted if I decided I wanted to leave my organization.

4. I feel that I have too few options to consider leaving this organization.

5. If I had not already put so much of myself into this organization, I might consider working elsewhere.

6. One of the few negative consequences of leaving this organization would be the scarcity of available alternatives.

Factor 3: Normative Organizational

1. I do not feel any obligation to remain with my current employer.

2. Even if it were to my advantage, I do not feel it would be right to leave my organization now.

3, I would feel guilty if I left my organization now.

4. This organization deserves my loyalty.


DATA ANALYSIS

HYPOTHESIS DATA ANALYSIS TOOL1. There is relation significant

effect of leadership styles on Organizational Commitment

2. The way leaders treat and command their subordinates has great impact on employee’s commitment towards workplace.

3. Different leadership styles have different impact on the organizational commitment

SPSS and RStudio

4.6 TOOL TO BE USEDThe tools to be used for the analysis would be RStudio and SPSS.

With the help of these tools, correlation and regression could be found out, with the help of which we could find out the dependency of one variable on the other and also the variation caused by one on the other.

4.7LIMITATIONS The research is limited to the health care sector and cannot be generalised

in other sectors. Due to the limited population being targeted, it would be so difficult to generalise the conclusion.

There are other factors as well which make difference in the organizational commitment of the employees.

Some of the organizations would not be providing theirprivate data. The data to be collected would be taken as the honest and reliable responses from the employees.


5. RESEARCH DESIGN AND METHOD In this research, a quantitative approach for collecting data was used which helped us in the analysis. The analysis consists of both the results of data collection and theory presentation. The data was analysed and theories were implemented accordingly. Quantitative research design refers to the scientific and statistical techniques used to depict the validity and reliability of the subject of study. The research design for this thesis consists of three basic steps:

Selecting the possible sample size from available population

Interpretation

Analysis

5.1 Population and sample selectionIn terms of the examination population implies a particular targeted gathering of observations are utilized as a part of this thesis for the exploration reason. This implies it is an entire set of conceivable observations required for examination. Population represents a complete set from which the specimen for the data collection was taken. In this thesis, the population was open sector of Chandigarh which were drawn closer and an example size from that population was picked.

A set of a subset that is taken from the entire population is known as an example. A particular portion of people required for further. In this thesis, a specimen size of 124 respondents was selected from a number open organizations. The respondents in the study are representing different parts in their respective organizations with different levels of qualifications which are discussed later.

5.2 InterpretationChallenges associated to data collection are already discussed above. Questionnaires were distributed among the respondents of the study. After collecting all the questionnaires, the raw data was interpreted in excel. Then SPSS was used as a statistical tool to apply the statistical technique and the results were analysed accordingly.

Sampling technique is already presented above. Below are the basics of statistics to understand the phenomenon presented:-

Mean: It is similar to average. The mean is calculated when the sum of total values divided by the number of total values in a given sample of the population.


Standard Deviation: It is taken to identify the differences among the variables and the square root of standard deviation shows the variance.

Correlation: It tells us about the type and level of association among different variables and it depicts the variation between variables.

Regression: It tells us about the effect of variables on each other. Regression has two types: Simple regression and multiple. A simple regression shows the effect of an independent variable on a dependent variable. Whereas, in multiple regression the effects of more than one independent variable can be interpreted simultaneously.

5.3 AnalysisA convenient method for data analysis is adopted so that the respondent can without much of a stretch understand the facts and reality of open organizations. In order to understand the insights, it is important to dissect the relationships of the dependent and independent variables alongside the mediator and moderator which is discussed in the chapter of results and exchanges.

Questionnaires were distributed physically. We collected data with the assistance of our companions.

After that, the data was put in exceed expectations for calculation and afterward SPSS was utilized to interpret results. In the below sections, the results of SPSS will be shown in a tabulation form in order to understand it in a less demanding way. In SPSS, for the most part a couple of variables and coefficients that demonstrate the entire results are required as it were. Thus, just those coefficients will be discussed in detail here to be more exact.

Analysis of the conceptual framework that has been utilized as a part of this thesis will be discussed in this chapter in detail. The questionnaire was distributed in broad daylight organizations of Chandigarh. The results of the regression analysis will be discussed in next chapter with SPSS techniques and units of the organizations will likewise be clearer in the next chapter with the assistance of statistics. As the number of respondents is 124 which is a quite extensive number for data collection. But the purpose for taking such a substantial number of respondents was to dissect the perspectives of whatever number individuals as could be expected under the circumstances.

5.5 SummaryIn this chapter, the design and methodology are presented. Research design and discussed the population sample is discussed in detail. The analysis of data collection is explained with details. In the next chapter, the results of regression will be discussed. Regression and its analysis will be discussed in detail in the next chapter to get more insights.


6. RESULTS OF ANALYSIS

Regression analysis will be examined in this part. Above all else, straightforward regression analysis is utilized that demonstrates the significance of one independent variable on one dependent variable. While, in multiple regression, the significance of independent variables alongside arbiter and mediator is appeared to determine the outcomes.

In this part, the last consequences of the survey have been revealed and talked about that was required for the comprehension of the entire procedure. Information and the outcomes are exhibited by insights. On the premise of these results, the conclusions and proposals will be introduced. Every single segment will be talked about in point of interest and ideally before the end of the part we will have the capacity to comprehend the entire situation and its significance.

6.1Purpose and Significance of Regression

Regression analysis was taken to prove the significance of the variables used in this research. Regression analysis tells the impact of variables on each other. In this section, the hypothesis will be tested one by one based on the techniques of simple regression. In simple regression, the results of one independent variable on one dependent variable are evaluated.

Regression analysis will fundamentally be utilized with the end goal of portraying the variety among various variables which will demonstrate the impact of independent variables on each of dependent variable. For this situation, independent variables are styles of leadership. Though, dependent variables will be the measurements of organizational commitment.

6.2 Regression and correlation Analysis

In the results of ANOVA, the required coefficient are R-square, F-statistic, B, standard error, t, and sigma. The results of ANOVA are described in an easy tabulation form in order to understand the results in a better way.

Here, the dependent variable will be regressed and independent variable will be repressors, which will demonstrate the impact on the relationship of these variables by each other.


Sample Description:

Gender

Frequency Percent

Valid

Male 82 66.13

Female 42 33.87

Total 124 100

Missing System 0 0

Firstly we will find the correlation of every dimension of independent variable with every dimension of dependent variable. Only if there is significant correlation among the two, the regression analysis would be carried out otherwise not. With the help of this we would be able to find the dimensions or the factors contributing significantly to the other.

Finally in the last we will carry out correlation and regression analysis on Leadership Styles and Organizational commitment

Impact of Transactional leadership style on active organizational commitment

Variables Entered/Removed

Model

Variables

Entered

Variables

Removed Method

1 Transactional_Le

adershipb. Enter

a. Dependent Variable: active

b. All requested variables entered.

Model Summary

Mod

el R

R

Square

Adjusted R

Square

Std. Error of the

Estimate

Change Statistics

R Square

Change F Change df1 df2 Sig. F Change


1 .040a .002 -.007 3.68655 .002 .192 1 122 .662

a. Predictors: (Constant), transactional_leadership

ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 2.612 1 2.612 .192 .662b

Residual 1658.057 122 13.591

Total 1660.669 123


b. Predictors: (Constant), transactional_leadership

Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) 14.786 2.130 6.940 .000

transactional_leadership -.018 .042 -.040 -.438 .662


We can see from the above tables that value of correlation is -0.40, which means there is hardly any correlation among the two dimensions of the variables. When the correlation is this low, we cannot move to regression analysis.

Impact of Transactional leadership style on continuance organizational commitment

Variables Entered/Removeda

Model

Variables

Entered

Variables

Removed Method

1 transactional_lea

dershipb. Enter

a. Dependent Variable: continuance



Model Summary

Model R

R

Square

Adjusted

R Square

Std. Error of the

Estimate

Change Statistics

R Square Change F Change df1 df2

Sig. F

Change

1 .180a .032 .024 3.69966 .032 4.067 1 122 .046


ANOVAa


1 Regression 55.672 1 55.672 4.067 .046b

Residual 1669.876 122 13.688

Total 1725.548 123



Coefficientsa

Model


Standardized

Coefficients


1 (Constant) 18.550 2.138 8.676 .000

transactional_leadership -.084 .042 -.180 -2.017 .046


Coefficient Correlationsa

Model

transactional_lea

dership

1 Correlations transactional_leadership 1.000

Covariances transactional_leadership .002




Impact of Transactional leadership style on normative organizational commitment


Model

Variables

Entered

Variables

Removed Method

1 transactional_lea

dershipb. Enter

a. Dependent Variable: normative


Model Summary

Model R

R

Square

Adjusted

R Square

Std. Error of the

Estimate

Change Statistics

R Square Change F Change df1 df2 Sig. F Change

1 .051a .003 -.006 4.08854 .003 .319 1 122 .573


ANOVAa


1 Regression 5.336 1 5.336 .319 .573b

Residual 2039.374 122 16.716

Total 2044.710 123



Coefficientsa

Model


Standardized

Coefficients


1 (Constant) 14.867 2.363 6.293 .000

transactional_leadership -.026 .046 -.051 -.565 .573




Model

transactional_lea

dership

1 Correlations transactional_leadership 1.000

Covariances transactional_leadership .002



Impact of Transformational leadership style on active organizational commitment


Model

Variables

Entered

Variables

Removed Method

1 transformational_

leadershipb. Enter



Model Summary

Mode

l R R Square

Adjusted R

Square

Std. Error of

the Estimate

Change Statistics

R Square

Change F Change df1 df2

Sig. F

Change

1 .089a .008 .000 3.67485 .008 .971 1 122 .326

a. Predictors: (Constant), transformational_leadership

ANOVAa



1 Regression 13.119 1 13.119 .971 .326b

Residual 1647.551 122 13.505

Total 1660.669 123


b. Predictors: (Constant), transformational_leadership

Coefficientsa

Model


Standardized

Coefficients


1 (Constant) 15.330 1.525 10.052 .000

transformational_leadership -.032 .032 -.089 -.986 .326



Model

transformational_l

eadership

1 Correlations transformational_leadership 1.000

Covariances transformational_leadership .001



Impact of Transformational leadership style on continuance organizational commitment

Variables Entered/ Removeda

Model

Variables

Entered

Variables

Removed Method

1 transformational_

leadershipb. Enter




Model Summary

Model R R Square

Adjusted

R Square

Std. Error of

the Estimate

Change Statistics

R Square


Sig. F

Change

1 .015a .000 -.008 3.76040 .000 .028 1 122 .868


ANOVAa


1 Regression .394 1 .394 .028 .868b

Residual 1725.154 122 14.141

Total 1725.548 123



Coefficientsa

Model


Standardized

Coefficients


1 (Constant) 14.036 1.561 8.994 .000

transformational_leadership .006 .033 .015 .167 .868



Model

transformational_l

eadership





We can see from the above tables that value of correlation is 0.015, which means there is hardly any correlation among the two dimensions of the variables. When the correlation is this low, we cannot move to regression analysis.

Impact of Transformational leadership style on normative organizational commitment


Model

Variables

Entered

Variables

Removed Method

1 transformational_

leadershipb. Enter



Model Summary

Model R R Square

Adjusted R

Square

Std. Error of

the Estimate

Change Statistics

R Square


Sig. F

Change

1 .026a .001 -.008 4.09250 .001 .083 1 122 .774


ANOVAa


1 Regression 1.384 1 1.384 .083 .774b

Residual 2043.325 122 16.749

Total 2044.710 123




Coefficientsa

Model


Standardized

Coefficients


1 (Constant) 13.072 1.698 7.696 .000

transformational_leadership .010 .036 .026 .287 .774



Model

transformational_l

eadership




We can see from the above tables that value of correlation is 0.026, which means there is hardly any correlation among the two dimensions of the variables. When the correlation is this low, we cannot move to regression analysis.

Impact of Leadership style on Organizational commitment


Model

Variables

Entered

Variables

Removed Method

1 leadershipstyleb . Enter

a. Dependent Variable: organizational_commitment



Model Summary

Model R

R

Square

Adjusted R

Square

Std. Error of the

Estimate

Change Statistics

R Square Change F Change df1 df2

Sig. F

Change

1 .11

7a.014 .006 6.66952 .014 1.688 1 122 .196

a. Predictors: (Constant), leadershipstyle

ANOVAa


1 Regression 75.099 1 75.099 1.688 .196b

Residual 5426.861 122 44.482

Total 5501.960 123


b. Predictors: (Constant), leadershipstyle

Coefficientsa

Model


Standardized

Coefficients


1 (Constant) 47.666 4.629 10.297 .000

leadershipstyle -.062 .047 -.117 -1.299 .196



Model leadershipstyle

1 Correlations leadershipstyle 1.000

Covariances leadershipstyle .002




Correlations

active continuance normative

transactional_lea

dership

transformational_

leadership

Active Pearson Correlation 1 .025 .136 -.040 -.089

Sig. (2-tailed) .780 .132 .662 .326

N 124 124 124 124 124

continu

ance

Pearson Correlation .025 1 -.137 -.180* .015

Sig. (2-tailed) .780 .129 .046 .868

N 124 124 124 124 124

Normati

ve

Pearson Correlation .136 -.137 1 -.051 .026

Sig. (2-tailed) .132 .129 .573 .774

N 124 124 124 124 124

transac

tional_l

eaders

hip

Pearson Correlation -.040 -.180* -.051 1 -.051

Sig. (2-tailed) .662 .046 .573 .570

N124 124 124 124 124

transfor

mation

al_lead

ership

Pearson Correlation -.089 .015 .026 -.051 1

Sig. (2-tailed) .326 .868 .774 .570

N124 124 124 124 124


Correlations

leadership style

organizational

commitment

leadership style Pearson Correlation 1 -.117

Sig. (2-tailed) .196

N 124 124

organizational commitment Pearson Correlation -.117 1

Sig. (2-tailed) .196

N 124 124

6.3RESULTS AFTER THE ANALYSIS

H1 is rejected, which claimed that Transactional Leadership Styles have significant impact on active organizational commitment.

H2 is also rejected, which stated that Transactional Leadership Styles have significant impact on continuance organizational commitment.

H3 is also rejected, which stated that Transactional Leadership Styles have significant impact on normative organizational commitment.

H4 is also rejected, which stated that Transformational Leadership Styles have significant impact on active organizational commitment.

H5 is also rejected, which stated that Transformational Leadership Styles have significant impact on continuance organizational commitment.

H6 is also rejected, which stated that Transformational Leadership Styles have significant impact on normative organizational commitment.

H7 is also rejected, which stated that Leadership Styles have significant impact on organizational commitment

H8 is accepted, which states that Leadership styles have no significant impact on organizational commitment


7 CONCLUSIONS AND RECOMMENDATIONS

After reading the above chapters, it is now clear that the main focus of the thesis is to discuss and identify the impact or leadership styles on organizational commitment and its dimensions.

Data was analyzed and presented in the above chapters. Based on the results of regression, the conclusions will be presented here with the help of a conceptual framework. This framework is showing the relevancy, effects and impacts of all the variables. It will sum up the whole research in a very precise and understanding way.

7.1 Theory in PracticeAs all the relevant theories presented in the literature review. After presenting the results of the regression, a discussion on theoretical implications is likely to be presented. Results show that transactional leadership or transformational leadership can have positive as well as negative effects on the overall company commitment.

Where transactional approach then, it is proved by the results that if a leader is positive and his intention is to fulfil his role as part of the organization then he will play an active role in motivating the employees and use power distance in the most normative way. A negative effect can be, for example if the transactional leader has a more personal and self-beneficial approach then he can fail to make his subordinates connected and committed to the company.

Results also showed that transformational leaders can be beneficial but risk as also involved. In a positive direction if the results are analysed, then when transformational leaders try to bring creativity and sense of responsibility in a team work then it is very likely to commit the employees and cohere them with the organization. And a negative approach says that, a leader when become more lenient in a situation where he is supposed to manage motivation and power distance then, employees who are weak performers can take it easy and thus it will weaken the performance of the company which in the long run will affect the commitment.

It also proved that the employees who follow normative approach are easily controllable and have more motivational grounds to their companies whereas, employees with more affective and continuance approaches have their own grounds of staying and leaving the organizations and thus these approaches have insignificant effects by motivation and power distance.

7.2 ConclusionsFrom this study it was clear that the employees of governmental organizations are not highly influenced by the leadership styles, which in turn don’t bear organizational commitment.


It is found that people in the governmental institutes have job security and there is no risk of losing job, so they don’t pay much heed to the organization. Whereas the same might not be true for the private organizations where there is no job security.

7.3 RecommendationsAs a final part of this study, some recommendation can provide help in order to develop a sense of bond and commitment in organizations. Leaders of the companies should follow the rules of the company at a first step and then formulate their rules to the subordinates. Moreover the government should take some hard steps in order to see that people show commitment towards their work and the organization.

Pay according to the work could be an alternative. Moreover the people not performing according to some set standard should be given strict warning.

7.4 Future Research and limitation

In this thesis, the conclusions are completely based on the data provided by the respondents and as it is not a very large number so, therefore, any strong statement cannot be claimed in favour or against of this research.

The analysis is showing the results according to the organizations selected and it is not a representative of each city in the country because the data was taken from the Chandigarh to make things more prominent.

Future research can be done on the gaps in leadership styles that are preventing the overall growth and performance of the organizations. Some other aspects can also be studied in order to bring more improvement in the currently adopted strategies and future plans of the companies.

7.5 Summary

This is the last chapter of the study. In this chapter, the theoretical implications, conclusions, recommendations have been discussed and also what can be the future research on this topic along with the limitations is presented.


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Leadership & Management

Effect of Leadership styles on Organisational commitment