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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]

This study aims to analyze the influence of transformational leadership style and transactional to knowledge management with organizational culture as moderate, and direct influence of competence, motivation, and knowledge management on internal auditors performance. The population of this study is 172 BPKP auditors representative of Central Java. The minimum number of samples that can be taken based on the slovin formula is 120 auditors. Sampling technique used simple random sampling technique. Data collection used questionnaires. This research used Structural Equation Modelling (SEM) method. Hypothesis testing used SmartPLS 3.0 program. The results of this study indicate that transformational leadership has a positive effect on knowledge management. Transactional leadership has a positive effect on knowledge management. Organizational culture moderates the transformational leadership relationship to knowledge management. Organizational culture does not moderate the transactional leadership relationship to knowledge management. Competence has a positive effect on the internal auditors' performance. Motivation has a positive affects the internal auditors' performance. Knowledge management has a positive affects the internal auditors performance.. The conclusion of this study is the lack of attention of leaders given to the impact of organizational culture on the knowledge management. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to investigate the mechanism between transformational leadership (TL) and organizational commitment (OC) using job characteristics as a mediator and participative and directive leadership (DL) as moderator.Design/methodology/approach The authors used a questionnaire-based survey to collect data from 563 employees working in the banking industry.Findings The data were analyzed using structural equation modeling. The findings confirmed the mediating role of job characteristics and moderating role of both participative and DL styles between TL and OC.Research limitations/implications The data for this study were collected at one point of time and it has implications for the policymakers and bankers.Originality/value The study is novel as it highlights the importance of job characteristics, participative and DL styles in understanding the relationship between TL and OC. [ABSTRACT FROM AUTHOR]

Background: The current challenges facing healthcare systems, in relation to the shortage of health professionals, necessitates mangers and leaders to learn from different leadership styles and staff empowerment strategies, so as to create a work environment that encourages nursing staff commitment to patients and their organization. This study intends to measure the effects of nurses' overall perception of the leadership style of their managers, and psychological empowerment on their organizational commitment in acute care units, in National Guard Health Affairs, Riyadh City, Saudi Arabia. Methods: This was a cross-sectional survey, where the data was obtained from nurses at King Abdulaziz Medical City. Hard copy questionnaires were distributed to 350 randomly selected nurses. Three hundred and thirty two (332) were completed, representing a response rate of 95 %. Three validated survey instruments were used to obtain the data: (1) The Multifactor Leadership Questionnaire (MLQ), formulated by Bass and Avolio (1997), (2) The Psychological Empowerment Scale developed by Spreitzer (1995) and (3) The Three-Component Model of Employee Commitment developed by Meyer and Allen (1997). A theoretical model that conceptually links leadership, empowerment, and organizational commitment was used. The SPSS program version 19 was employed to perform descriptive and inferential statistics including correlation and stepwise multiple regression analysis. Results: Overall most nurses perceived their immediate nursing managers as not displaying the ideal level of transformational leadership (TFL) behaviors. Nurses' commitment appeared to be negatively correlated with TFL style and perceived psychological empowerment. However, commitment was positively correlated with the Transactional Leadership (TAL) style. Analysis, also, showed that commitment is significantly associated with the nurse's nationality by region: North American (P = 0.001) and Arab (p = 0.027). The other important predictors of commitment include TAL (P = 0.027), Laissez-faire Leadership (LFL (P = 0.012), and autonomy (P = 0.016). The linear combination of these predictors explained 20 % of the variability of the nurses' commitment. Conclusion: The study findings suggest that leadership styles and employee empowerment could play an instrumental role in promoting organizational commitment of nurses working in acute health care settings, at least in the Saudi Arabian context. [ABSTRACT FROM AUTHOR]

To date, the relationships among organizational culture, transformational leadership and organizational commitment have been empirically investigated. However, majority of these studies have been focusing on direct effects of either transformational leadership or organizational culture on organizational commitment in large organizations. This approach might not only hinder our understanding on real predictors of organizational commitment but also obscure the presence of spurious relationships. Therefore, this study aims to determine the mediating effect of organizational culture on the relationship between transformational leadership and organizational commitment among small business employees. An explanatory research design was used with cross-sectional survey as data collection technique. Once the composite reliability, construct, and convergent and discriminant validity of the measurement constructs were established, a Partial Least Square Structural Equation Modeling (PLS-SEM) was run to analyze the structural model and the mediating effect of organizational culture. The results showed that organizational culture mediates the effect of transformational leadership on organizational commitment among small business. This study cautions the generalization of findings obtained from large organizations to be extended to small organizations. [ABSTRACT FROM AUTHOR]

Purpose: The aim of this work is the study and the discussion of the relationship between leadership styles and organizational commitment dimensions. Both styles of leadership known as transformational and transactional styles differ in the process by which the leader motivates his subordinates. Organizational commitment defined by its three types (Affective, Normative and Continuance) measures the strength of an individual identification with and involvement in the organization. Design/methodology/approach: An extensive literature research has been done in order to increase our understanding of leadership and organizational commitment as well as the relationship between these two concepts. Findings: The present study of the relationships between leadership styles and organizational commitment has shown how leadership dimensions can influence employee organizational commitment. Although there is considerable research available suggesting that transformational leadership is positively associated with organizational commitment in a variety of organizational settings and cultures, there has been little empirical research focusing on the precise ways in which style of leadership impacts employee organizational commitment. Originality/value: Some critics about previous empirical and theoretical studies will present and a number of areas for future research will highlight. In this sense, various areas that require additional research are developed and possible incorporation of some mediation variables are proposed in order to gather a better understanding about the mechanism that links leadership styles and followers organizational commitment. [ABSTRACT FROM AUTHOR]

Although most research on cynicism toward change (CTC) has been conceptualized at the individual level, we propose that CTC is better conceptualized as a multilevel phenomenon, acting as both an employee attitude and an organizational climate. We conducted a multilevel investigation of CTC in a field sample of 687 correctional officers in the 14 prisons in a state penal system. Consistent with our hypotheses, both employee CTC and CTC climate uniquely predicted negative employee attitudes and behaviors directed at the organization. Offering insight into how to address CTC, we found that transformational leadership negatively relates to employee CTC and CTC climate. Our results highlight the importance of studying CTC in organizations from a multilevel perspective and suggest that transformational leadership is significant for supporting both functional employee attitudes and a facilitative climate toward organizational change. [ABSTRACT FROM AUTHOR]

The article focuses on a research which explores the influence of employees' affective and normative commitment to change on their behaviors that support organizational change. It also examines the relation of employees' hierarchical distance and their direct managers' transformational leadership to their affective and normative commitment to change. Furthermore, it points out the importance of effective top management communication (TMC) in obtaining positive employee response to radical organizational change.