From take an organization forward (Men & Stacks,

 

From previous researches it is evident that
the relationship between leadership behavior and employee commitment grabs
great deal of attention (Mottaz, 1989; (Solinger, van
Olffen, & Roe, 2008). They have shown that effective leadership
behavior has a positive impact on employee commitment (Gathungu,
Iravo, & Namusonge, 2015; Mottaz, 1989; Huskinson & Haddock, 2006;
Jaros, 2007). Having said that the author below discusses the
correlation between leadership styles and the key variable of commitment to
provide meaningful understanding on how leadership would impact commitment in
different forms.

To start off with the author will be
initiating on how transformational leadership would impact employee emotional
intelligence (Mollaabbasi et al. 2013; Farahani,
Taghadosi, & Behboudi, 2011). It is evident that transformational
leaders create a vision, communicate it and build commitment among the
subordinates (Cavazotte et al, 2012). Similarly,
transformational leaders deal with strategic matters efficiently which build
commitment in employees, and are therefore will take an organization forward (Men
& Stacks, 2013). Specifically,
the commitment and individualised consideration of transformational leaders are
correlated with self-reported ability to monitor and manage emotions of
employees (Alkahtani, 2015). Similarly
transformational leadership is a charismatic leadership style which creates
trust, respect and loyalty among the followers, therefore will have a positive
relationship with employee commitment (Mehta, Sinha, & Bhakar, 2010). Having said that Ding, Lu, Song, and Lu (2012), stresses that
transformational leaders create a clear picture of organizational goals and
make sure they are achieved by the employees and thus motivate themselves to make sustained
effort to achieve goals which make the employee to feel more loyal towards
their job. Similarly transformational leaders create an environment which shows
his quality and personal charm, thereby making the employees feel their leader
trustable and increase their willingness to be loyal to the organization (Smith, 2015).

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Moving forward transformational leadership
builds a strong organizational culture which contributes to a positive climate
for organizational innovation and subsequently influencing the commitment
levels (Jackson, Meyer, & Wang, 2012).
Further attitudes, positive behavior and actions of a transformational leader
will contribute to the culture of the organization (Frontiera,
2009).  Similarly transformational
leadership consists of freedom which allows employees to feel that they are
trusted at work place, thus creating a culture of humanity (Sarros et al, 2008). On the other hand
transformational leadership is associated with predictive power on
organizational citizenship behavior (OCB) (Mohammadreza
Sabah, 2012). It is said that transformational leadership, increase the
level of motivation and self esteem which goes beyond the performance roles and
prescribed activities in the contract (Jiao, Richards,
& Zhang, 2010). Similarly transformational leadership considers on
individual needs and encourage them prioritize over collective interest, thus
encouraging social exchanges such as helping colleagues, which are not in a
straight line with the agreed tasks. (Song et al, 2012).

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