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Over the last several decades, the attention of scholars in the field of leadership in higher education (HE) has been rapidly growing. A corpus of literature on leadership research has established how leadership styles affect institutional performance, organizational commitment, culture, employees' motivation, effectiveness, retention, and job satisfaction. Although a considerable amount of research on how leadership is related to employees' job satisfaction across literature exists, however, little research has studied the influence of academics' perceived leadership styles on their job satisfaction in African countries and particularly in Tanzania. Drawing from Bass and Avolio's (1994) Full Range Leadership Theory (FRLT) and Herzberg's two-factor theory, the present study examined the association between academics' perceived leadership styles employed by either their deans or head of departments on their job satisfaction as measured by the Minnesota Satisfaction Questionnaire (MSQ). The study was quantitatively driven with a cross-sectional survey design. A convenient sample of academics (N = 411) of which (Men: N = 310, Women: N = 101) from four Tanzanian universities responded to a Multifactor Leadership Questionnaire (MLQ-5x short) and MSQ. A hierarchical multiple regression analysis was performed by using SPSS version 25 to detect significant predictors of academics' job satisfaction. Results demonstrated that both perceived transformational and transactional leadership styles statistically significantly related to academics' job satisfaction over and above their marital status, gender, age, academic rank, and institutional type. While the study has both practical and policy implications, it situates these findings into a broader management and governance literature of higher education leadership. [ABSTRACT FROM AUTHOR]

Organizational commitment is posited to be influenced by organizations' leadership styles. This is due to leadership provides guidance and influence the organizations' members to move towards attaining the collective objectives. Within the context of a high compliance organizations such as the Royal Malaysia Police (PDRM, leadership style is expected to impose stronger influence on the members' work behaviors including the organizational commitment. Thus, this study aims to analyse the effect of transformational and transactional leadership styles on the organizational commitment of the lower rank police officers in the PDRM. The study employs quantitative research design which based on the survey technique. Questionnaires are distributed to 226 respondents among the lower rank police officers who are involved in the crime prevention and enforcement task in the Police Headquarters in one of the districts in Selangor. The study sample has been selected through the random sampling technique and consist of members from the Sub Inspector, Sargent Major, Sargent, Corporal, Lans Corporal and Constable ranks. The Multiple Regression analysis is used to test the influence between variables in the study framework. The study findings show a significant relationship between the transformation and transactional leadership style with the members' organizational commitment. As a result, transformational and transactional leadership styles are essential leadership styles that have influence on the lower rank police officers' organizational commitment. The study result further indicates transformational leadership styles has more positive influence and dominance in contributing to higher level of organizational commitment compared to the transactional leadership style. [ABSTRACT FROM AUTHOR]

Orientation: Organisations are facing several challenges pertaining to effective leadership, fairness and loyalty of employees. The moderating influence of transformational leadership (TL) on the relationship between justice and employee commitment is still largely unknown and needs to be explored further, especially within the customer service industry. Research purpose: The aim of this study was to determine the relationship between organisational justice and employee commitment and to examine the moderating effect of TL on the relationship between organisational justice and employee commitment in a customer service organisation. Motivation for the study: The research setting of this study is a customer service organisation. This organisation calls for a role model leadership approach, such as TL, to create a just, fair workplace and ultimately increase the level of employee commitment. Research approach/design and method: A quantitative cross-sectional survey design was used to collect the data from a sample of 111 permanently employed staff in a South African customer service organisation. Main findings: The findings indicate that TL had a significant positive relationship with organisational justice and employee commitment. Furthermore, the results indicate that TL moderated the relationship between organisational justice and employee commitment. Practical/managerial implications: The findings showed that TL could be vital as an effective leadership approach that can enhance justice perceptions and psychological attachment in the workplace. Contribution/value-add: This study contributes to the theoretical debate on TL, workplace fairness and psychological attachment by providing empirical support on the effect of TL on the relationship between justice and commitment perceptions. [ABSTRACT FROM AUTHOR]

The current study tries to align various model of mediation through leadership styles (Transformational, Transactional), organization culture types (innovative, supportive and bureaucratic) with employees commitment thorough job satisfaction among the employees of government libraries from Khyber pakhtoonKhwa Pakistan. The data was collected through adopted construct from finite sample and it was analyzed through (Barron and Kenny) meditational procedure. Findings depict that employees commitment with job depend upon the leadership styles and it is positively mediated by their satisfaction from job. In contrast from three different cultural set up only bureaucratic cultural attribute shows significant relationship with employee's commitment through meditational role of employee's job satisfaction. Interestingly both supportive and innovative culture did not indicate the direct relationship with employee's commitment, nor does it support the meditational role of employee's job satisfaction. [ABSTRACT FROM AUTHOR]