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Leadership styles and organizational commitment: literature review

Rusliza Yahaya (Sultan Idris University of Education, Perak, Malaysia)
Fawzy Ebrahim (Applied Research Center, Nova Southeastern University, Orlando, Florida, USA)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 7 March 2016

Abstract

Purpose

The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment.

Design/methodology/approach

This is a systematic literature review.

Findings

This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment.

Originality/value

Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

Keywords

Citation

Yahaya, R. and Ebrahim, F. (2016), "Leadership styles and organizational commitment: literature review", Journal of Management Development, Vol. 35 No. 2, pp. 190-216. https://doi.org/10.1108/JMD-01-2015-0004

Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited