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This study conducts a comprehensive bibliometric and content analysis of scholarly articles investigating the relationship between leadership and organizational commitment. Utilizing the Web of Science Core Collection database, the research encompasses a rigorous search strategy focused on terms such as "leadership", "distributed leadership", "transformational leadership", and "organizational commitment". We selected a final dataset of 2110 peer-reviewed papers from the management and business domains after filtering through over 10,000 sources. The analysis identifies five key clusters to expand the understanding between leadership and organizational commitment: (1) "The Future of Remote Work and Its Impact on Organizational Commitment", (2) "Authentic Leadership in the Age of Climate Organizational Change", (3) "Job Satisfaction Promotes Leadership and Organizational Commitment by Empowering Attitudes and Perceptions", (4) "Study of Leadership Style and Culture as Antecedents of Organizational Performance", and (5) "Leadership in the Digital Age: Exploring the Intersection of Transactional and Transformational Leadership Styles". This study's originality lies in its extensive bibliometric examination, offering novel insights and guiding future research directions, thereby significantly contributing to the understanding and advancement of the field. [ABSTRACT FROM AUTHOR]

In recent years, styles of transformational and transactional leadership have become an important area of research because of its significant impact on teachers' outcomes such as commitment, job satisfaction, self-efficacy. However, the relationships between transformational and transactional leadership styles of school principals and teachers' organizational commitment have been rarely investigated in the educational context in Vietnam. This study aimed to determine how transformational and transactional leadership styles influence the organizational commitment of Vietnamese high school teachers. The study employed two standardized surveys to collect data from 387 teachers at 24 public high schools in the Mekong Delta of Vietnam. The results of correlation coefficient analyses indicated that teachers' organizational commitment was positively influenced by transformational leadership and negatively influenced by transactional leadership. In addition, the results of multiple regression analyses showed that the organizational commitment of teachers was predicted by all components of both leadership styles of principals. The present study suggested that school leaders might combine both transformational and transactional leadership styles in their leadership practices to improve teachers' organizational commitment. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic that hit the world during 2019 has set an enormous challenge for the healthcare industry in B&H as well as for the entire world. The Healthcare industry was forced to find new strategies overnight to survive. This study aims to investigate the impact of transactional and transformational leadership styles on employees’ intention to stay in mediating the role of affective commitment in healthcare organizations in B&H during the COVID-19. This research has high implications for decreasing turnover in workplaces and increasing organizational commitment by contributing high commitment to the employees that will be more motivated and perform better. The data of the study were analyzed using SPSS (v20) software packages and mediation tests were applied, using 178 sample data from private healthcare institutions in B&H. The results indicate that effective commitment mediates the connection between transformational and transactional leadership and turnover intention.

Open government data (OGD) are considered a sustainable driver of firm innovation. Leadership is a crucial decision-maker for firms to employ OGD in innovation. The present study focuses on two of the most prominent leadership styles: transformational and transactional. Drawing on the Organizational Commitment Theory, we claim that affective and normative commitment are the two parallel mechanisms that explain how leadership promotes OGD-driven innovation in firms. Our results show that transformational leadership promotes OGD-driven radical innovation through affective commitment. In contrast, transactional leadership promotes OGD-driven incremental innovation through normative commitment. More importantly, we suggest that the OGD application stage moderates the effect of leadership on organizational commitment. Specifically, in the initial stage of the OGD application, higher transformational leadership triggers higher affective commitment in employees. In contrast, in the mature stage of OGD application, higher transactional leadership triggers higher normative commitment in employees. [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]

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]

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]

Nowadays, sustainable performance (SP) has become an obligation of every organization globally, which captures the attention of recent researchers and policymakers. Following the green theory, this study aims to examine the impact of corporate social responsibilities (CSR), transactional and transformational leadership on the SP. Besides, examining the moderating role of sustainable entrepreneurship and mediating role of organizational commitment among the nexus of CSR, transactional and transformational leadership, and SP is another target of this research. This study adopted the questionnaires to collect the data from the respondents of the internet services industry in China, and structural equation modeling (SEM)was employed to analyze the data. This research revealed that CSR, transactional, and transformational leadership have a positive effect on SP. Secondly, this study also indicated that sustainable entrepreneurship significantly moderates among nexus of transactional and transformational leadership to SP. Besides, our results show that organizational commitment positively mediates the links between CSR, transactional leadership, transformational leadership, and the SP. The conclusion of this research signifies that organizational leadership strongly influences the adoption of green and sustainable operations, which further influences the SP. These results help the regulation-making authorities make new policies related to CSR, leadership, entrepreneurship, and SP. [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]

Purpose: The success of a firm often largely depends on its employees. Therefore, we propose and test the possibility of influencing affective and normative commitment by transactional, transformational, and passive leadership styles. Implications: Demographic change is progressing slowly but steadily; here lies the crucial point. Our results show that only transformational leadership influences the commitment dimensions positively. That can help make the best use of scarce human resources to remain competitive in the long term. Originality/Value: The article provides new information concerning the relationship between transformational and transactional leadership style and their influence on commitment within the banking and consulting sector of the German service industry. It highlights the need for further research into this topic across industries and demographics. For cross-cultural (USA-Germany) comparisons, the article might help to understand differences and trends within globalization. Methodology: To address this question, we conducted interviews with 197 employees of the financial service sector in Germany to confirm the relationship between leadership styles and employee commitment. In order to verify and extend previous research, we planned an explanatory study. We used the multiple regression analysis to examine this relationship. Findings: The results provide new evidence for German participants, which show (1) that transformational leadership is the "optimum" to facilitate commitment and is completely decoupled from the other leadership styles. (2) Preliminary studies revealed a preference toward transactional leadership, which correlated positively with affective and normative commitment. The present study cannot confirm this correlation. (3) Passive leadership correlates negatively with commitment, which indicates that the avoidance of passive leadership is essential. In sum, the correlation for different leadership styles (except transactional leadership style) is higher than in the preliminary studies. This indicates that the relationship between leadership styles and affective and normative commitment is exceeding the assumptions. [ABSTRACT FROM AUTHOR]