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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]

Orientation: Organisations are consistently changing and diversifying; therefore, researchers and practitioners are viewing diversity as an essential part of organisational behaviour literature and practice. Research purpose: The purpose of this study was to investigate a simple mediation model, with the diversity climate as the proposed mediator, transformational leadership as the model antecedent and organisational commitment as the outcome. Motivation for the study: The South African diversity climate research is limited, including mediation investigations. Increased organisational diversification requires constant and relevant information with regard to diversity management. Research approach/design and method: A quantitative approach using a cross-sectional design collected 230 responses from a convenience sample. Transformational leadership was considered through six key behaviours associated with transformational leadership. Organisational commitment was considered as per the Psycones questionnaire and the organisational diversity climate was determined using a single-dimension diversity climate instrument. Statistical analysis included descriptive statistics, correlation analysis and a simple mediation model. Main findings: Correlation results revealed that both transformational leadership and a diversity climate demonstrated practical effects with organisational commitment. Results from a standardised regression coefficient confirmed that transformational leadership predicts the diversity climate significantly. Both transformational leadership and diversity climate predicted commitment. The simple mediation model revealed that the diversity climate can be considered a mediator in the relationship between transformational leadership and employee commitment. Practical/managerial implications: Organisations would benefit from leadership assessments for current and future employees, especially organisations that would like to prioritise a constructive diversity climate and employee commitment. Contribution/value-add: Contributions are made towards limited diversity climate investigations by providing empirical evidence of the mediating role of a diversity climate. [ABSTRACT FROM AUTHOR]