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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]

This study examines the association between employees' personality, organizational commitment, and perception of their leaders' behavior and communication quality. Following this leading research scope, a literature review is conducted, describing different models of organizational commitment and its multi-factorial structure. Leadership is discussed within the framework of transformational, transactional, and avoidant leadership. Leadership and personality variables alike are considered potential predictors of organizational commitment, as it is assessed within this study both from the perspective of emotional and behavioral aspects. The empirical research followed a quantitative, correlative approach, utilizing a sample of n = 300 German business professionals from various fields and applying measures of emotional and behavioral commitment, perceived leadership communication quality, perceived leadership style (transformational, transactional, or avoidant), and employee personality were administered using an online survey. The statistical analyses followed a correlational approach to explain the interplay between the aspects of leadership, personality, and organizational commitment. Using multiple stepwise regression analyses, the study was able to show how both emotional and behavioral commitment are predicted by employee personality (conscientiousness for both measures, neuroticism additionally for emotional commitment), by the perception of a transformational leadership style, and by perceived leadership communication quality. Using these variables, a total of around 30% of the overall variance in both measures of organizational commitment could be explained. Thus, the critical function of leadership and leadership communication in organizational commitment may be demonstrated in conjunction with the role of employee personality. Additionally, the measure of emotional and behavioral commitment's criterion validity may be validated. [ABSTRACT FROM AUTHOR]

Literature on leadership has provided sufficient evidence that leadership styles increase satisfaction, commitment, and retention of employees. However, there are few studies on the effects of leadership styles on volunteers. This study aims to investigate the possible influence of transformational leadership style on retention of volunteers. Our first hypothesis is that if a volunteer coordinator has a transformational leadership style, there is a higher intention to remain. Our second hypothesis is that this relationship is mediated by the variables of the three-stage model of volunteers' duration of service (satisfaction, organizational commitment, and role identity). To test these hypotheses, a sample of 417 volunteers (73% women), from 17 non-profit organizations, with an average age of 44 years, was surveyed. Joint results of a multiple regression analysis and path analysis supported the proposed model (CFI, GFI and NFI =.99, RMSEA <.06). Results indicate that when volunteer coordinators have a transformational style, volunteers have a higher intention to remain and that this relationship between transformational leadership style and intention to remain is partially mediated by satisfaction, organizational commitment, and role identity. The results seem to indicate that a useful strategy when running programs to increase the retention of volunteers is to train their coordinators in transformational leadership skills. [ABSTRACT FROM AUTHOR]

Leadership style is one of the attributes that always garners researchers' attention. A leader's character is a significant factor that contributes to organizations' success of failure. This research focuses on spiritual leadership style that gains very little attention from researchers, transformational and transactional leadership styles that are practiced by political leaders and the styles' impacts towards organizational commitment and intention to stay among parties' appointed committee members. Spiritual leadership styles that have not get much attention from researchers are the main focus of this study. Specifically, this research also examines the roles of affective and normative commitment as the mediating factors to the relationship of spiritual, transformational and transactional leadership styles and the intention to stay with an institution. This research was embarked on UMNO Divisions' and PAS Zones' committee members in Selangor. Out of 1,290 distributed questionnaires, 357 were analyzed. Hypothesis testing was done via Sobel and multiple regression analyses. The results reveal that all styles have significant roles in enhancing the committee members' affective and normative commitment towards their organizations. The leadership style also has a positive relationship with the intention to stay. The mediating effect analysis discovers that normative commitment acts as a mediator to the relationship of spiritual, transformational and transactional leadership styles and the intention to stay. These findings contribute to the theoretical and managerial aspects especially that relate to spiritual leadership style. [ABSTRACT FROM AUTHOR]