E-ISSN 2039-2117 Mediterranean Journal of Social Sciences Vol 5 No 4
ISSN 2039-9340 MCSER Publishing, Rome-Italy March 2014
The Impact of Leadership Styles on Employee Organisational Commitment in
Higher Learning Institutions
Munyeka Wiza 1
Ngirande Hlanganipai 2
Department of Business Management, University of Limpopo (Turfloop Campus),
Private Bag 1106. Sovenga, 0727. South
Africa E-mail addresses:
1,2
Doi:10.5901/mjss.2014.v5n4p135
Abstract
The current study seeks to determine the impact of leadership styles on employees’ organisational commitment constructs
among University academic staff at a selected South African institution. A quantitative methodology, using self-administered
surveys comprised of the Organisational Commitment Questionnaire (OCQ) and the Multi Factor Leadership Questionnaire
(MLQ) was used to collect data from 160 respondents. The data was analysed using Statistical Package for the Social
Sciences (SPSS), version 20.0. Spearman correlation analysis was used to test for relationships between the independent
variable (leadership style) and the dependant variable (organizational commitment. The findings of the study revealed that
transformational leadership style has a significant and positive relationship with affective and continuance employee
commitment while transactional leadership style has significant and positive relationship with only normative commitment.
Based on the findings of this study, it is worth noting that leadership styles plays an important role to an employees`
organizational commitment and it is very important for organizational policy makers to take this into consideration in order to
meet organizational goals. This study contributes to the bank of findings relating to the development of leadership and
organisational commitment, not only in South Africa, but within the institutions of higher learning in particular.
Keywords: Impact, Academics, Transformational leadership, Transactional leadership, Organisational commitment.
1. Introduction
Leadership is a topic with a broad appeal as most of the people are consciously or unconsciously involved
in the process of being influenced or influencing others in the role of leadership. People are always
interested in knowing the components that contribute to making an ordinary person a great leader
(Bateman & Snell, 2002). There are various forms of leadership styles. However for the sake of this study,
only two forms of leadership styles (i.e. transformational and transactional leadership) were used.
Transactional leadership is defined as the interaction between leaders and followers (Marturano &
Gosling, 2007).
Bass (1985) described transactional leadership in terms of two characteristics: the use of contingent
rewards and management by exception. They described contingent reward as the reward that the
leader will bestow on the subordinate once the latter has achieved goals that were agreed to.
Contingent reward is, therefore, the exchange of rewards for meeting agreed-on objectives. By making
and fulfilling promises of recognition, pay increases and advancement for employees who perform
well, the transactional leader is able to get things done. Bass (1985) therefore argues that by providing
contingent rewards, a transactional leader might inspire a reasonable degree of involvement, loyalty and,
commitment from subordinates. Transformational leadership according to Nyengane (2007) is when a
leader ensures that followers are consciously aware of the importance of sharing organisational goals
and values. They also find ways to ensure that followers know how to achieve these goals.
The field of education is facing a lot more challenges in making its employees committed to
the organization (Jones, 2000). According to Gunter (2001) the responsibility of education leadership is
to facilitate the learning activities and provide an environment that is enabling and supportive for
knowledge and related activities. Butcher, Moon and Bird (2000) recognized the importance of leadership
for professional development in education.
1
, E-ISSN 2039-2117 Mediterranean Journal of Social Sciences Vol 5 No 4
ISSN 2039-9340 MCSER Publishing, Rome-Italy March 2014
Committed employees are less likely to develop patterns of tardiness or to be chronically
absent from work (Davenport, 2010). Gbadamosi (2003) contends that the more favourable an
individual’s attitudes toward the organisation, the greater the individual’s acceptance of the goals of
the organisation, as well as their willingness to exert
2
, E-ISSN 2039-2117 Mediterranean Journal of Social Sciences Vol 5 No 4
ISSN 2039-9340 MCSER Publishing, Rome-Italy March 2014
more effort on behalf of the organisation.
Employees that are committed are also less likely to leave the organisation to explore other.
Therefore, carrying out a study of this nature will be important in trying to find out it is the case.
Previous researches regarding leadership and organisational commitment has also been conducted
among participants from various cultural backgrounds and understandably researchers came up with
inconclusive results on the relationship between the leadership styles and employee organizational
commitment (Takao, 1998; Wang, 2004). In addition, though the literature suggests a relationship
between leadership style and organisational commitment, empirical studies are limited and lack
specificity concerning types of leadership styles and organisational commitment (Rai & Sinha, 2000;
Yousef, 2000). Different styles of leadership such as transformational and transactional leadership styles
and their impact on employee organisational commitment have not been fully discussed especially in
higher learning institutions in the South African context. Therefore this study seeks to investigate the
impact of leadership style on employee organisational commitment among higher learning academic
staff at a selected South African institution.
2. Objectives of the Study
The objectives of this study were:
To investigate the impact of leadership styles (transformational and transactional leadership)
and employee organisational commitment.
To give recommendations to the management on leadership strategies that can be used to
improve employee organisational commitment in the organization based on the research
findings.
3. Research Hypothesis
- H1. There is a positive relationship between transformational leadership and employees’
organisational commitment (i.e. affective, continuance and normative commitment) among
academic staff.
- H2. There is a positive relationship between transactional leadership and employees’ affective,
continuance and normative commitment among academic staff.
4. Literature Review
4.1 Theoretical framework
The study utilized Grint (2000)s’ trait, contingency and situational approaches which are constrained by
some form of essentialism and determinism whereby leadership is seen to be determined by
personality (trait), the environment (situational) or by matching the appropriate traits to different
environments (contingency) as depicted in figure 1 below.
Figure 1: Essentialist and non-essentialist leadership
According (Grint, 2000) the trait approach concentrates on the qualities of the individual as essential
and universal aspects of leadership regardless of diverse contexts. Leadership is seen as almost
3
ISSN 2039-9340 MCSER Publishing, Rome-Italy March 2014
The Impact of Leadership Styles on Employee Organisational Commitment in
Higher Learning Institutions
Munyeka Wiza 1
Ngirande Hlanganipai 2
Department of Business Management, University of Limpopo (Turfloop Campus),
Private Bag 1106. Sovenga, 0727. South
Africa E-mail addresses:
1,2
Doi:10.5901/mjss.2014.v5n4p135
Abstract
The current study seeks to determine the impact of leadership styles on employees’ organisational commitment constructs
among University academic staff at a selected South African institution. A quantitative methodology, using self-administered
surveys comprised of the Organisational Commitment Questionnaire (OCQ) and the Multi Factor Leadership Questionnaire
(MLQ) was used to collect data from 160 respondents. The data was analysed using Statistical Package for the Social
Sciences (SPSS), version 20.0. Spearman correlation analysis was used to test for relationships between the independent
variable (leadership style) and the dependant variable (organizational commitment. The findings of the study revealed that
transformational leadership style has a significant and positive relationship with affective and continuance employee
commitment while transactional leadership style has significant and positive relationship with only normative commitment.
Based on the findings of this study, it is worth noting that leadership styles plays an important role to an employees`
organizational commitment and it is very important for organizational policy makers to take this into consideration in order to
meet organizational goals. This study contributes to the bank of findings relating to the development of leadership and
organisational commitment, not only in South Africa, but within the institutions of higher learning in particular.
Keywords: Impact, Academics, Transformational leadership, Transactional leadership, Organisational commitment.
1. Introduction
Leadership is a topic with a broad appeal as most of the people are consciously or unconsciously involved
in the process of being influenced or influencing others in the role of leadership. People are always
interested in knowing the components that contribute to making an ordinary person a great leader
(Bateman & Snell, 2002). There are various forms of leadership styles. However for the sake of this study,
only two forms of leadership styles (i.e. transformational and transactional leadership) were used.
Transactional leadership is defined as the interaction between leaders and followers (Marturano &
Gosling, 2007).
Bass (1985) described transactional leadership in terms of two characteristics: the use of contingent
rewards and management by exception. They described contingent reward as the reward that the
leader will bestow on the subordinate once the latter has achieved goals that were agreed to.
Contingent reward is, therefore, the exchange of rewards for meeting agreed-on objectives. By making
and fulfilling promises of recognition, pay increases and advancement for employees who perform
well, the transactional leader is able to get things done. Bass (1985) therefore argues that by providing
contingent rewards, a transactional leader might inspire a reasonable degree of involvement, loyalty and,
commitment from subordinates. Transformational leadership according to Nyengane (2007) is when a
leader ensures that followers are consciously aware of the importance of sharing organisational goals
and values. They also find ways to ensure that followers know how to achieve these goals.
The field of education is facing a lot more challenges in making its employees committed to
the organization (Jones, 2000). According to Gunter (2001) the responsibility of education leadership is
to facilitate the learning activities and provide an environment that is enabling and supportive for
knowledge and related activities. Butcher, Moon and Bird (2000) recognized the importance of leadership
for professional development in education.
1
, E-ISSN 2039-2117 Mediterranean Journal of Social Sciences Vol 5 No 4
ISSN 2039-9340 MCSER Publishing, Rome-Italy March 2014
Committed employees are less likely to develop patterns of tardiness or to be chronically
absent from work (Davenport, 2010). Gbadamosi (2003) contends that the more favourable an
individual’s attitudes toward the organisation, the greater the individual’s acceptance of the goals of
the organisation, as well as their willingness to exert
2
, E-ISSN 2039-2117 Mediterranean Journal of Social Sciences Vol 5 No 4
ISSN 2039-9340 MCSER Publishing, Rome-Italy March 2014
more effort on behalf of the organisation.
Employees that are committed are also less likely to leave the organisation to explore other.
Therefore, carrying out a study of this nature will be important in trying to find out it is the case.
Previous researches regarding leadership and organisational commitment has also been conducted
among participants from various cultural backgrounds and understandably researchers came up with
inconclusive results on the relationship between the leadership styles and employee organizational
commitment (Takao, 1998; Wang, 2004). In addition, though the literature suggests a relationship
between leadership style and organisational commitment, empirical studies are limited and lack
specificity concerning types of leadership styles and organisational commitment (Rai & Sinha, 2000;
Yousef, 2000). Different styles of leadership such as transformational and transactional leadership styles
and their impact on employee organisational commitment have not been fully discussed especially in
higher learning institutions in the South African context. Therefore this study seeks to investigate the
impact of leadership style on employee organisational commitment among higher learning academic
staff at a selected South African institution.
2. Objectives of the Study
The objectives of this study were:
To investigate the impact of leadership styles (transformational and transactional leadership)
and employee organisational commitment.
To give recommendations to the management on leadership strategies that can be used to
improve employee organisational commitment in the organization based on the research
findings.
3. Research Hypothesis
- H1. There is a positive relationship between transformational leadership and employees’
organisational commitment (i.e. affective, continuance and normative commitment) among
academic staff.
- H2. There is a positive relationship between transactional leadership and employees’ affective,
continuance and normative commitment among academic staff.
4. Literature Review
4.1 Theoretical framework
The study utilized Grint (2000)s’ trait, contingency and situational approaches which are constrained by
some form of essentialism and determinism whereby leadership is seen to be determined by
personality (trait), the environment (situational) or by matching the appropriate traits to different
environments (contingency) as depicted in figure 1 below.
Figure 1: Essentialist and non-essentialist leadership
According (Grint, 2000) the trait approach concentrates on the qualities of the individual as essential
and universal aspects of leadership regardless of diverse contexts. Leadership is seen as almost
3
