The relationship between employee commitment and a change in leadership, and the leadership style that demonstrates the greatest change

by Granger, Kenneth B., Ph.D., CAPELLA UNIVERSITY, 2009, 125 pages; 3359651


The purpose of this study was to examine the relationship between a change in leadership that was associated with a change in leadership style in several job function areas and determine what effect that caused on employee commitment. The research was conducted over a three-year period from 2005 through 2007, during which XYZ Technology had a 38% change in the leadership level under the CEO between 2005 and 2006. The second part consisted of determining the leadership style of the leaders who were no longer with XYZ Technology as well as the leaders who remained and the new leaders appointed. The leadership styles were organized into three categories, which were directive, participative, and laissez-faire. The research showed a significant change in the results from employee commitment surveys distributed by a third party through the intranet of XYZ Technology. The research looked at four main dependent variables: senior leadership, overall leadership, leadership communication, and employee commitment. All of these variables showed significant changes between years 2005 and 2006; however when those changes were tied back to leadership styles and the changes in leadership styles there was no one style that showed a stronger influence over any other. The significance of this study showed that within XYZ Technology the change in leadership may have caused the change in employee commitment levels, but the change in leadership styles did not show they were driving the changes in employee commitment. The second area of significance is that it will add to the body of literature regarding the effects of leadership changes that are associated with actual change and not just philosophical changes.

AdviserCortlandt Cammann
Source TypeDissertation
Publication Number3359651

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