The relationship of organizational commitment and transformational leadership use in project managers

by Dixon, Tommy B., Ph.D., CAPELLA UNIVERSITY, 2013, 117 pages; 3551087

Abstract:

As the successful completion of projects continues to appear in organization's strategic goals, the importance of the project manager and the project management field continues to increase. However, researchers have called for more theoretical work on project managers and the project management field. This study was designed to determine whether a relationship existed between a project manager's organizational commitment and the use of transformational leadership. Pearson's Correlation was used to analyze the relationship between three types of organizational commitment (affective commitment, normative commitment, and continuance commitment) and transformational leadership use. The three types of organizational commitment were measured using Allen and Meyer's (1990) Three-Component Model Employee Commitment Survey. Transformational leadership was measured using Bass and Avolio's (1990) Multifactor Leadership Questionnaire (MLQ 5X-Short). The results supported the first hypothesis for a significant positive relationship of affective commitment and transformational leadership for project managers participating in the study. However, the results did not support the second hypothesis for a significant positive relationship of continuance commitment and transformational leadership use. The third hypothesis was also not supported for a significant positive relationship of normative commitment and transformational leadership use.

AdviserRichard E. Yellen
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3551087

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