Leadership styles and their influence on organizational commitment and intentions to stay in an organization

by Johnson, Dorica Lynn, D.B.A., CAPELLA UNIVERSITY, 2015, 102 pages; 3733487

Abstract:

People are an organization’s most valuable asset and, therefore, can be a competitive advantage for any organization. This study was designed to determine whether a relationship exists between a call center employees’ perception of their manager’s leadership style, their level of organizational commitment, and their turnover intentions. Pearson chi-square testing was used to analyze this relationship. The survey instruments used to collect data were a combination of 3 existing validated instruments, including a short demographic section. The instruments used in the study are Bass’s Multifactor Leadership Questionnaire 5x Short Form, Meyer and Allen’s Three-Component Model of Employee Commitment Questionnaire, and the Michigan Organizational Assessment Questionnaire. These questionnaires were administered by a contracted commercial survey company. Statistical analysis found no significant relationship between leadership style and organizational commitment. The study also found no significant relationship between leadership style and turnover intentions. However, the study did find a relationship between leadership style, organizational commitment, and turnover intentions collectively. Further analysis was conducted to determine the relationship between organizational commitment and turnover intentions; the results found a strong relationship does exist. This would confirm the relationship found between leadership style, organizational commitment and turnover intentions collectively.

AdviserEdward Mason
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsBusiness administration; Management; Organizational behavior
Publication Number3733487

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