Show full item record Abstract This study looks at the concepts of organizational commitment and communication. Multiple methods of ethnography and interviews were used to study teacher commitment to their school. Specifically, I focused on teachers within private elementary and secondary schools. Questions were asked of participants during the interview that focused on their commitment as it related to their attachment or identification with the organization, the costs associated with leaving the organization, and their sense of duty or moral obligation to the organization.
Specifically, the study sought to determine the relationship between leadership styles and organisational commitment. Over the past decades, several studies examined the relationship between these concepts.
In fact, extant literature suggested a strong correlation between leadership styles and organisational commitment in different sectors, without specific reference to the gas sector.
Accordingly, this study focused on determining the leadership styles that leaders in the gas sector demonstrate to ensure organisational commitment. This study utilised a mixed methods approach. The instrument that was used for collecting quantitative data was developed by the modifying scales utilised by other authorities.
It comprised of 21 items plotted on a 5-point Likert scale ranging from strongly agree to disagree strongly. The items focused on leadership styles. In contrast, the section for qualitative data comprised of 6 open-ended items.
The instrument was e-mailed to participants via SurveyMonkey. In analysing the quantitative data, SPSS was utilised. Descriptive statistics were used to analyse the profiles of participants. A factor analysis involving principal component extraction and varimax rotation was performed, resulting in a 2-factor solution that relates to democratic and transformational leadership styles.
Themes were developed from textual data and then analysed. The study found that there is a correlation between management leadership styles and organisational commitment by employees.
As such, leadership styles directly influence the extent to which employees commit to their employer organisation. The study also found that management at Afrox apply the democratic and transformational leadership iv styles. The findings raise important insights as to which leadership style s management need to demonstrate and how management can optimise their leadership styles to benefit their organisation.
Such an understanding should be applied to enhance job satisfaction and increase productivity. Based on the findings, directions for future research were proposed.Organizational Commitment (Affective, Continuance And Normative Organizational Commitment) Is The Most Important Driver That Relates To Job Satisfaction pride in organisational membership, believe in the goals and values of the organisation, and.
This dissertation focuses on the relationship between organisational commitment and work performance. The aim of this chapter is to provide the background and.
Organizational commitment (OC) is a psychological state that binds an employee to an organization, and the Three-Component Model of organizational commitment (Meyer & Allen, ) posits that employees bind with their organizations as a result of desire (affective commitment), need (continuance commitment) and obligation (normative commitment).
ORGANIZATIONAL COMMITMENT, RELATIONSHIP COMMITMENT AND THEIR ASSOCIATION WITH ATTACHMENT STYLE AND LOCUS OF CONTROL A Thesis Presented to The Academic Faculty. behaviors and different types of organizational commitment.
Bass & Avolio's () Multifactor Leadership Questionnaire (MLQ Form 5X) was used to measure relations-oriented and task-oriented leadership behaviors.
Meyer & Allen’s () Organizational Commitment Questionnaire (OCQ) was used to measure organizational commitment. A leading model of organizational commitment is the 3-component model that argues that organizational commitment is a factor of three components that interact with each other.