Relationship between leadership styles and dimensions of employee organizational commitment: a critical review and discussion of future directions

By Imen Keskes. 2014

159 citations recorded by the source corpus.

Purpose: The aim of this work is the study and the discussion of the relationship between leadership styles and organizational commitment dimensions. Both styles of leadership known as transformational and transactional styles differ in the process by which the leader motivates his subordinates. Organizational commitment defined by its three types (Affective, Normative and Continuance) measures the strength of an individual identification with and involvement in the organization.

Subfields: Demography, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/66317372bcce6d52d514406d19fd04f24907d381

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. Ahmed Mohamed Elbaz
2. Mohamed Yacine Haddoud

In Organizational Behavior and Human Resource Management

1. Shafique Ur Rehman
2. Anam Bhatti
3. Naveed Iqbal Chaudhry
4. Ahmed Mohamed Elbaz
5. Mohamed Yacine Haddoud

In Strategy and Management

1. Shafique Ur Rehman
2. Anam Bhatti
3. Ahmed Mohamed Elbaz
4. Mohamed Yacine Haddoud

Citations in the corpus

• The role of wisdom leadership in increasing job performance: Evidence from the Egyptian tourism sector (2017, background): “In this vein, a successful leader influences followers in a desired manner to achieve organisations' common goals productively (Keskes, 2014).”
• Leadership Styles and Employees’ Commitment: Empirical Evidence From Nigeria (2019, background): “Leadership has always been considered as a critical element and function of management, which helps manage the dedication level of employees within the organization and the attainment of organizational goals (Abasilim, Gberevbie, & Osibanjo, 2018a; Keskes, 2014; Ojokuku, Odetayo, & Sajuiybe, 2012).”
• Mediating effect of innovative culture and organizational learning between leadership styles at third-order and organizational performance in Malaysian SMEs (2019, background): “Personal recognition means the rewards from leader ’ s side due to achievement of particular objectives (Keskes, 2014).”