effect of the leadership styles on the organizational...

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

COPY RIGHT © 2012 Institute of Interdisciplinary Business Research

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Effect of the Leadership Styles on the Organizational Commitment Given

the Staff Personality Traits

(The Case study: Iran’s State Retirement Organization) Seyyed Ali Akbar Ahmadi*

Public management Department, Payame Noor University, Tehran, I.R. of IRAN

Freyedon Ahmadi


Mina Zohrabi


Abstract:

The present research intended to study the relationship between leadership styles and the staff

organizational commitment within an organization and effect of the staff personality traits on

this relationship. For the sake of the present research the required data, extracted from 190

questionnaires, were analyzed and the Binomial Test used for narrative study of the research

components and the structural equation modeling was applied for confirming or rejecting the

research hypotheses. In the end priorities of the research components were examined by use

of the Freidman Test. It is noticeable that for examining the effect of the Moderator-

Mediator variable the Baron-Kenny Test was utilized. Outcome of the research implied that

between all independent variables of the model (transformational leadership style and

transactional leadership style) and three dependent variables of affective, continuance and

normative commitments a positive relationship is visible at all levels (all variables were of

direct relationship). Also outcome of the study made on the moderating effect of the

personality variable implied that the personality variable is of moderating effect in the

relationship between the leadership style and the organizational commitment. It is notified

that the transactional leadership style is of further effect on the organizational commitment.

Keywords: Personality traits , Affective Commitment, Continuance Commitment, Normative

Commitment, Transformational leadership, Transactional leadership

1-Introduction

Main purpose of the present research was to identify the relationship between the leadership

style and the organizational commitment of the staff and effect of the staff personality traits

on this relationship. Organizational commitment is considered as one of the concepts which

have always been attended to by many researchers and scholars. Paramount significance of

the staff organizational commitment for all organizations has already led to implementation

of many researches in the field of management on the staff organizational commitment and

other issues like staff job satisfaction, and turnover. Scientific researchers have already

proved that staff with more organizational commitment are more loyal, productive and

accountable. Moreover, organizational commitment is considered as one of the reliable and

sustainable predictors of the absence, turnover, productivity, efficiency and job satisfaction of

the staff [1]. The research literature is indicative of the fact that leadership styles (especially

the transformational leadership style) are of meaningful relationship with the organizational

commitment (especially with the affective commitment) and the transformational leadership

is positively related to the personality traits. The personality is also one of the concepts of the

managerial psychology which had always been discussed and attended to by many

management researchers. If we wish to define the concept of personality in just a single

sentence we can say that personality is referring to the cognitive and behavioral patterns

which are of durable and stable attributes in the course of time [2]. Therefore we can draw the

reasonable and logical conclusion that personality traits of every individual may affect his/her

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values, attitudes, feelings and behaviors [3]. Accordingly the research literature is implying

that even though many studies have so far been carried out on the leadership styles and the

organizational commitment but no inclusive study has yet been done on the relationship

between leadership styles of the managers who are managing staff with different personality

traits and the staff organizational commitment. It is a long time that the leadership and its

effects on the organization effectiveness and performance have been discussed in managerial

circles therefore we are going to raise and discuss it in detail in the next part.

For the same reason we summarized main purposes of the present research as follows:

1- To study the relationship between the leadership styles and the staff organizational

commitment

2- To study the relationship between the organizational commitment and the personality

traits of the staff

3- To study the leadership styles of managers and the organizational commitment of the

staff with different personality traits.

2- Literature research

2-1- Organizational Commitment

So far various definitions have been produced for the organizational commitment. Hall et al

in 1970 considered the organizational commitment as a process wherein objectives of every

individual and organization have been integrated and mixed [4]. Williamson and Anderson

are regarding the organizational commitment as the intensity and extent of every individual

involvement in an organization and his/her sense of belonging and sense of identity towards

the organization which will finally lead to the promotion of his/her group dependence and

citizenship behavior [5]. But one of the most inclusive definitions so far produced in this

respect is what Steers and Porter (1983) have referred to that is the relative strength of an

individual’s identification with or involvement in a particular organization. Based on this

definition the organizational commitment includes the following three features:

1- Firm belief in the goals and values of the organization;

2- Desire for making remarkable efforts for the sake of the organization’s goal;

3- Strong wish and desire for continuous membership within the organization;

2-1-1-Organizational Commitment Dimensions

Two general approaches are visible towards the organizational commitment

2-1-1-1- Two-dimensional approach:

Based on this approach the organizational commitment may be divided into two dimensions

of Attitudinal Commitment and Behavioral commitment.

A) Attitudinal Affective Commitment: This commitment considers the commitment as

an attitudinal or affective issue and it is implying that continuous involvement of

every individual within an organization in favor of the organization’s goals is because

of the fact that he/she is seeking his/ her identity within that organization.

B) Behavioral Commitment: This commitment is regarding the commitment as a more

behavior-oriented issue rather than an attitudinal one. Based on this approach and as

Beeker stipulates:

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“All individuals feel attached to their organizations because of their fringe benefits and

job promotion and not because of their good feelings towards the organizations” [4]

2-1-1-2-Three dimensional approach:

The most favorite contender in this respect is what advanced by Allen and Meyer (1977).

Based on the three component approach of Mayer and Allen the organizational

commitment may be divided into three dimensions of 1-affective commitment 2-

continuance commitment and 3-normaticve commitment.

A) Affective commitment:

Based on this dimension the organizational commitment is of an affective nature so that

the employees get their identities from the organization and they are of a positive feeling

to continue working for the organization and for the same reason they will never leave

their jobs.

B) Continuance commitment:

Some scholars believe that the organizational commitment depends on the extent to which

employees feel committed to their organization by virtue of the costs that they feel are

associated with leaving like investment or lack of alternatives. Therefore volume and the

extent of the capitals invested by individuals within an organization along with lack of job

opportunities out of the organization are considered as very important elements in this

respect.

C) Normative commitment:

This commitment is implying the employees feeling of obligation to remain with the

organization. Experiences of employees in their previous jobs (like organizational

socialization) is playing significant role in this respect.

2-2-Leadership styles

The leadership styles and their impact on the performance and effectiveness of the

organization have always been discussed among the managerial circles. The relevant experts

have so far introduced different ways and therefore different theories to define the leadership

role and identify its relationship with organizational effectiveness [15]. But the first theories

introduced in this respect were those related to the personality and internal traits [16].

Outcome of a number of researches so far carried out in this regard is implying that

personality traits may give rise to the success of the leader but none of them may definitely

ensure his/her success [17].

Subsequent to the personality theories, behavioral theories and contingency theories were

introduced. Most of the behavioral theories have focused on the behaviors of effective

leaders. According to the contingency theories situation identification and act based on the

findings was the secret of the success of the successful leaders [15]. At the same time we are

now witnessing a kind of return to personality theories and other theories including

attribution, charismatic leadership, servant leadership, super leadership, transactional

leadership and transformational leadership theories are being discussed [18]. But common

basis of all the leadership relevant theories lies in the fact that they are seeking a method in

order to inertly motivate the individuals. In the present research two newly introduced

leadership theories namely transactional leadership theory and transformational leadership

theories have been discussed. This was because of the fact that on one side these two

included a number of other theories as well and on the other side these two have always been

referred to in most of the organizational commitment and personality traits related studies.

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2-2-1 Transactional leadership

Transactional leadership which is also known as associate leadership requires establishment

of relations between the leader and those employees who work under the leader supervision.

These employees shall receive their desired rewards in return for implementation of their

missions [17]. Type of the relationship in the transactional leadership is based upon the

contingency reward and the management by exception style; the contingency reward is

implying that the leader shall consider different types of rewards in favor of the employees

for accomplishment of the agreed goals and missions, therefore the contingency reward is

considered as the most active behavior of any transactional leader. In the management by

exception or exception-based management (active and passive) the active leader particularly

is trying to identify and prevent diversion from the prime objectives of the organization. This

occurs while passive leader waits and sees what may happen.

2-2-2- Transformational leadership

Another leadership style which has always been discussed along with the transactional

leadership is the transformational leadership. This style of leadership is indicative of a

process which may change and develop individuals and it is related to the ethical attributes,

values and long term objectives and goals. Out of the noticeable functions in this style we can

refer to assessment of the effective incentives for the subordinates and provision of their

requirements in short treating them just like complete human beings [20]. Transformational

leaders are inducing the followers’ inspiring them and encouraging them to achieve what is

beyond the expectations and first and foremost making them to consider the desired goals of

the organization as their own causes and views [21]. At the same time the transformational

leadership is in need of four components or factors as follows which are considered as the

main elements of this theory:

1-Individual consideration: The leader shall behave his/her subordinates just like an instructor

and teacher trying to develop their personality, empowering them and treating them in the

way they deserve.

2- Intellectual stimulation: The leader shall try to promote the intellectual space and before

the followers take any action encouraging them to think of what they going to do.

3-Inspirational motivation: The leader shall inject hope into minds of his/her subordinates

introducing them a very available bright future and encouraging them to promote their

expectations.

4-Idealized influence: the leader shall make sacrifice, and be accountable vis-à-vis his/her

responsibility. He/she shall share his/her happiness and sadness with others and practically

play a vital role [22].

In the figure No.1 two transactional and transformational leadership styles along with their

relevant dimensions have been displayed.

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Figure No.1-Transformational and transactional leadership style

2-3- Personality traits

Performance of every individual depends upon many variables. One of the most important

variables is the personality attributes and traits. Personality traits usually affect the

individual’s behavior. Therefore response of every individual under any particular situation

differs depending on his/her personality traits. The outcome of the studies made on the

personality traits of individuals implies that behavior of every individual depends on his/her

personality traits therefore these are the personality traits which shape behavior of people. So

far different definitions have been produced for the word of “personality” [7]. Given the

complexity of general concept of the woed “personality” Alport has compiled and referred to

more than 50 different definitions in this respect which is indicative of high complexity

concept of its concept. [8]. In defining the word “personality” Parvin opines that personality

is in fact expressing those sets of attributes which include stable intellectual, affective and

behavioral patterns [7]. Another definition is describing the personality as a certain patterns

of way of thinking, excitement and behavior which determine every individual’s personal

style in his/her interaction with the social environment. [9]. In the end the definition which

has been agreed upon by most of scholars and researchers implies that personality is

considered as a certain set of intellectual, sentimental and behavioral patterns which

distinguish us from others while remaining fixed and stable in different times and locations

[7].

All definitions produced for the word “personality” indicate that the relevant common

definition shall include the following dimensions:

a) Rules on the exclusive actions of individuals and the common regulations among them

b) Sustainable and unchangeable aspects of human actions and unsustainable and changeable

aspects

c) Cognitive traits (intellectual processes), affective traits (excitements) and behavioral traits

[8].

2-3-1Personality type

In one of the divisions of the personality there’re is a category in which the personality has

been divided into two A and B types each responding differently to the case of stressful

situations. The individuals belonging to type A are irritable, competing, aggressive with sense

of animosity. They wish to have every thing under their control and when they feel that the

Promotion of Incentive to

Realize Objectives (Redoubling

Efforts)

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conditions are not ripe for acting they try to change them. They always complaining on the

time constraints for carrying out their assignments and due to the continuous stress they are

facing, they feel they are more exposed to physical pains or heart failures [7].

But the individuals belonging to the type B are cold-blooded and cool vis-à-vis the

difficulties and problems they may face therefore are less exposed to complications of

stressfulness [8].

When the individuals with type A personality are facing the stressful factors they will suffer

from the relevant diseases. In a research made in this respect it was concluded that compared

with the individuals with type B personality, individuals with type A personality the risk of

heart related diseases is two times more and recurrence of heart seizure is five times more and

possible death because of the heart seizure is two times more accordingly.

2-4- Personality, organizational commitment and leadership styles

As it was mentioned in the previous part literature research reveals that lots of researches

have already been carried out on the leadership styles and the staff organizational

commitment. This occurs while no inclusive study has yet been done on the effect of different

leadership styles of the leaders managing their staff with different personality types on the

staff organizational commitment.

Erdhaim et al (2006) believe that in order for every organization to be able to predict the

organizational commitment of its staff as much as possible, it needs to attend to the

personality traits of the individuals applying for the job in the organization rather than their

previous experiences [24].

Silva (2006) and Morrison (1997) are of this opinion that those individuals who are extrovert,

conscientious and with stable emotions are willing to be more committed to their

organization. [26]. In their research carried in Taiwan Soo Chao Chung & Mig Shing Lee

(2005) also concluded that out of relevant personality traits, job satisfaction and job

characteristics , personality traits are of the most impact on the organizational commitment.

Michael J Zickar and Wang Jesse Erdheim also in their study on a automobile manufacturing

company in the United States, reached to the conclusion that there exist a meaningful and

positive relationship between extroversion and affective commitment, continuance and

normative commitments, and also there is a meaningful and positive relationship between

anger, consciousness as well as openness to experiences and the continuance commitment.

They also concluded that agreeableness is in direct and positive relationship with normative

commitment. Pila (2006) also believes that job attitudes especially the organizational

commitment and job satisfaction are of meaningful and positive relationship with personality

traits and the space of control. [27]. The study on the literature research indicates that most of

the researches already made on the organizational commitment and the leadership styles are

related to two transformational and transactional leadership styles [28]. It is worth

mentioning that in all the studies carried out in this respect both transformational leadership

style and transactional leadership style have been given paramount significance. For example

on the importance of the transactional leadership style, Bass (1985) stipulated that the

transactional leaders shall possess strong communication skills in order for them to explicitly

communicate their orders to their subordinates [29]. Al Ammaj in his 2000 study on the

Saudi Arabian public servants concluded that although both transactional leadership style and

the transformational style positively affect the organizational commitment of the staff but the

effect of the transactional leadership style is much stronger [30]. Also Alison in his 2007

study reached the conclusion that transformational leadership style is of negative impact on

the continuance commitment but it positively affects the affective commitment [31]. In this

respect Stacey (2007) also draws the conclusion that both transformational and transactional

leadership styles have positive effects on the affective and normative commitments. Weber

and Keloway, too, in their 1996 study concluded that the transformational leadership style

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promotes the organizational affective commitment. This occurs while findings of Bycio and

Hackett in their research carried out on the relationship between the transformational

leadership style and three types of commitment among the medical nurses implied that even

though the transformational leadership style is of positive relationship with three affective,

continuance and normative commitments but its relation with the affective one is far stronger

than the other two. [32]. It is notified that Tung in his 2005 study also stipulated that the

transformational leadership style is of meaningful positive relationship with the staff

organizational commitment and at the same time he rejected any relationship between the

transactional leadership style and the organizational commitment. [33]. Most of the

researches carried out on the personality traits and the leadership styles have been carried out

based on the 5 element model. Judge and Bono in their study in 2002 on meta-analysis of the

relationship between personality traits and the leadership styles drew the conclusion that all

studies so far carried out in this respect have been implying that anger is negatively related to

effective leadership style while extroversion, openness to experience, agreeableness and

consciousness are directly related to the effective leadership style. Their findings also are

implying that according to most of these studies agreeableness is of the most positive

relationship with the effective leadership [34]. In 2008 Franceour concluded that personality

traits are playing a vital role in predicting the leadership style among the staff. Also in 2007

Crespo in his study on the relationship between dimensions of the 5 element personality

model and the effective leadership style concluded that conscientiousness, openness to

experience and extroversion are largely related to the effective leadership style [36]. More

over Frey in his 2007 study reached a conclusion similar to that of Franceour stipulating that

personality traits can used as an effective element in prediction of the managers' leadership

styles [37].

3-Research Conceptual Model

The research conceptual model is indicative of the relationships between variables. In the

present research two transformational and transactional leadership styles as independent

variables, three dimensions of the organizational commitment as the dependent variables and

the personality as the moderating variable were used. The research conceptual model has

been displayed in the Figure No.2

Figure No.2- Research Conceptual Model

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4-The Community and the Research Statistical Sampling

The Statistical community for the present research included all staff of the State Retirement

Organization of the Islamic Republic of Iran. Total number of the State Retirement

Organization personnel is about 380. After identification of the personnel involved in the

research 220 questionnaires were distributed among the personnel in the simple random

sampling method. Out of the 220 questionnaires returned, 190 questionnaires were confirmed

for analysis.

5- Data collection tools

For collecting required data for the sake of the present research relevant questionnaires were

distributed among the participants. For this purpose 3 different questionnaires were

distributed among members of the statistical community. The questionnaires included the

personality type questionnaire, the Meyer and Allen organizational commitment

questionnaire and the transactional and transformational leadership styles questionnaire. In

the personality type questionnaire which has already been used in many researches and

included 15 questions the Likert Scale was applied. In the Meyer and Allen organizational

commitment questionnaire which included 24 questions the Likert Scale was applied as well.

This questionnaire was to assess three dimensions of the affective, continuance and

normative commitments of the staff. The third questionnaire used for the present research

was the transactional and transformational leadership styles questionnaire. This questionnaire

which included 43 questions and was prepared based on the Likert Scale was to assess two

transactional and transformational leadership styles.

6- Research Validity and Reliability

For collecting the data required by the present research different questionnaires were

distributed among members of the statistical community. Since the three questionnaires used

in the present research have already been independently applied in many other researches in

Iran their validity had already been confirmed accordingly. But for assessment of the

reliability of the tools and means used in the present research the Cronbach Alpha Coefficient

was applied. The Cronbach Alpha Coefficient calculated for the questionnaires used in the

present research were as follows:

●The personality type questionnaire: Cronbach Alpha 0.897

●The Meyer and Allen Organizational Commitment questionnaire: Cronbach Alpha 0.905

●The transformational and transactional leadership styles questionnaire: Cronbach Alpha

0.906

Since the Cronbach Alpha Coefficients in the three above-mentioned questionnaires were

above 70% then we could claim that the research tools and means enjoyed high reliability.

7- Statistical methods used in the research

For the present research and for confirmation and rejection of the research hypotheses the

structural equation modeling and for investigation of the moderating effect of the personality

variable the Baron and Kenny test were applied.

8- Data analysis

Then moderating nature of the personality was discussed and it was confirmed or rejected

accordingly. The moderating variable (like Z) was considered as a variable which correlated

with another variable (like X) in describing the changes and developments of a dependent

variable (like Y). In other words if the moderating variable of Z was to change we would

witness regulated changes in the relationship between two independent and dependant

variables as well.

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First stage

To study existence of the relationship between the primary variable X and the secondary

variable Y; the relationship between the leadership style and the organizational commitment

was discussed. Table No.1 indicates the data relating to the said relationship based on the

meaningful Beta test in the linear regression:

1- Meaningful Beta test in linear regression

Factor Value Meaningful surface

Beta coefficient in linear

regression

0.441 0.001

Correlation coefficient(R) 0.330

Second stage

To study existence of the relationship between the primary variable X (as dependant variable)

and mediating variable (as dependent variable); the relationship between the leadership style

and the personality based on the meaningful Beta linear regression was discussed. Table No.2

indicates the data relating to this test.

2- Meaningful Beta test in linear regression

Factor Value Meaningful surface

Beta coefficient in linear

regression

0.458 0.001

Correlation coefficient(R) 0.346

Third stage

To study concurrent effects of the mediating variable and the independent variable on the

dependant variable; for this purpose the effects of the personality variable and the leadership

style on the organizational commitment based on the Beta meaningful test in multiple

regression was discussed. Table No.3 indicates the data resulted from the test.

3-Meaningful Beta test in linear regression

factor Value Meaningful surface

Beta coefficient of the

Leadership style

variable in the linear

regression

0.266 0.001

Beta coefficient of the

personality variable in

the linear regression

0.382 0.001

Correlation

coefficient(R)

0.445

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Fourth stage

To study relationship between the independent and dependant variables by use of the

mediating variable control; the main purpose of this stage was to prove that the mediating

variable is of absolute mediating attribute. In other words by control of the mediating effect

on the relationship between the dependant and independent variables value of this

relationship shall be equal to 0.

As it is witnessed all the first three stages were confirmed. The fourth stage also confirmed

in order to have the personality variable as a complete mediating variable. Therefore given

confirmation of all the said four stages the personality variable could be considered as

complete mediating variable. Then we should find out value of this effect.

With the purpose of calculating the value of the mediating variable on the relationship

between two dependant and independent variables we should calculate C-C’ value; which

comes next:

Value of the effect stood at 0.441-0.266 which was equal to 0.175. It is worth mentioning that

value of the effect can be calculated through a*b.

In continuation and given the research conceptual model and with the purpose of

investigating the hypotheses relating to relationship orientation of the dependant and

independent variables the Lisrel software and the path analysis method were used. As

demonstrated in the Figure No.3 we can see in the meaningful path model, relationships

among all independent variables were directly observed with the purpose of identifying the

variables relating to the organizational commitment. This helped us to clarify those variables

which were in direct relation with the organizational commitment (Figures and numbers have

been stated in Table No.5 as enclosed)

Leadership style Organizational Commitment

C

B=0.441

Leadership style Organizational commitment

C ' B=0.266

Personality

a

B=0.458

b

B=0.382

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Figure No.3-Path Modeling on the direct relationship between the research variables given

the standard estimation.

Index Assessment Criteria Current status

2χ( Chi-Square) The smaller the better 210643

df ( Degree of freedom) Above 0 2123

2 / df χ Below 3 0.9

Value - p( Meaningful surface )

-0.001

RMSEA( Root mean square

error of approximity) Below 0.08 0.036

GFI( Goodness of fit index) Above 0.9 0.94

AGFI (Adjusted goodness of

fit index) Above 0.9 0.94

Table No.6-Suitability or fitness of the model

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The relationship between the leadership style and the organizational commitment among the

State Retirement Organization staff has been displayed as follows:

Figure No.4 The path modeling for the direct relationship of the research variables in a meaningful

manner

As it has been demonstrated in figure No.4 we concluded that all the coefficients resulted

have become meaningful because value of the meaningful test of every single of them is

above 2 and below -2.

Next you may find the display of the main hypothesis of the structural models in view of the

standard coefficients and meaningfulness.

Figure No.5-The path modeling on the direct relationship among research variables in

appraisal standard conditions

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Next you may find the display on the relationship between the leadership styles and the

organizational commitment of the State Retirement Organization in meaningful conditions.

Figure No.6-Path modeling for direct relationship among variables in meaningful conditions

As it has been demonstrated in figure No.6 it has been concluded that all the coefficients

resulted have become meaningful because value of the meaningful test of every single of

them is above 2 and below -2.

● Path analysis of the Leadership style and organizational commitment relationship modeling

With the purpose of studying the model on the relationship of the leadership style and the

organizational commitment among the State Retirement Organization staff the Lisrel

software and the path analysis method were used.

Within the above- mentioned model relations between different components were identified

as follows:

▪ Relationship between the Transactional leadership style and the Organizational commitment

and its dimensions

The transactional leadership style variable is of direct and positive relationship with the

affective commitment (β=0.63, t=9.65,P<0.05), with the continuance commitment (β= 0.58,

t=8.27, P<0.01), with normative commitment (β=0.43, t=5.98, P<0.05) and with the

organizational commitment variable (β=0.56, t=5.10, P<0.01).

▪ Relationship between the transformational leadership with the organizational commitment

and its dimensions

The transformational leadership style variable is of direct and positive relationship with the

affective commitment (β=0.55, t=7.90, P<0.01), with the continuance commitment (β= 0.29,

t=3.62, P<0.29), with normative commitment (β=0.47, t=6.11, P<0.05) and with the

organizational commitment variable (β=0.48, t=3.32, P<0.01).

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Direct relationship of variables in the

model

Standardized

value

T

value

Meaningfulness

surface Meaningfulness

Transactional

leadership style

Affective

commitment 0.63 9.65 0.01>P Yes

Continuance


Normative


Transformational

leadership style

Affective


Continuance


Normative


Organizational

commitment Transactional


Table No.7- Values of the relationships between independent variables and the relevant

dimensions with the independent variable modeling

● Analysis of the results

● Research hypotheses on the relationship between the transformational leadership style and

the organizational commitment and its dimensions

▪ The first main hypothesis:

With respect to the first main hypothesis on the relationship between transformational

leadership style and the organizational commitment the standardized coefficient for this path

(β=0.48), the meaningfulness (3.32) and the 95% confidence (with meaningfulness above

2.58) all were indicative of a positive relationship between the transformational leadership

style and the organizational commitment. In other words if managers adopt transformational

leadership style the organizational commitment will be promoted accordingly.

2- First minor hypothesis:

With respect to the first minor hypothesis on the relationship between

transformational leadership style and the affective commitment the standardized

coefficient for this path (β=0.55), the meaningfulness (7.92) and the 99% confidence

(with meaningfulness above 2.58) all were indicative of a positive relationship

between the transformational leadership style and the affective commitment. In other

words if managers adopt transformational leadership style then the affective

commitment will be promoted accordingly.

3- Second minor hypothesis:

With respect to the second minor hypothesis which on the relationship between

transformational leadership style and the continuance commitment the standardized

coefficient for this path (β=0.29), the meaningfulness (3.62) and 95% confidence (with

meaningfulness above 2.58) all were indicative of a positive relationship between the

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transformational leadership style and the continuance commitment. In other words if

managers adopt transformational leadership style then the continuance commitment will

be promoted accordingly.

4- Third minor hypothesis:

With respect to the third minor hypothesis which on the relationship between

transformational leadership style and the normative commitment the standardized

coefficient for this path (β=0.47), the meaningfulness (6.11) and 99% confidence (with

meaningfulness above 2.58) all were indicative of a positive relationship between the

transformational leadership style and the normative commitment. In other words if

managers adopt transformational leadership style then the normative commitment will be

promoted accordingly.

● Research hypotheses on the transactional leadership style and the organizational

commitment and its dimensions

▪ With respect to the second main hypothesis on the relationship between transactional

leadership style and the organizational commitment the standardized coefficient for this

path (β=0.56), the meaningfulness (5.10) and 99% confidence (with meaningfulness

above 2.58) all were indicative of a positive relationship between the transactional

leadership style and the organizational commitment. In other words if managers adopt

transactional leadership style then the organizational commitment will be

promotedaccordingly.

2- First minor hypothesis:

With respect to the second main hypothesis on the relationship between transactional

leadership style and the affective commitment the standardized coefficient for this path

(β=0.63), the meaningfulness (9.65) and 99% confidence (with meaningfulness above

2.58) all were indicative of a positive relationship between the transactional leadership

style and the affective commitment. In other words if managers adopt transactional

leadership style then the affective commitment will be promoted accordingly.

3-Second minor hypothesis:


leadership style and the continuance commitment the standardized coefficient for this

path (β=0.5829), the meaningfulness (8.27) and 95% confidence (with meaningfulness

above 2.58) all were indicative of a positive relationship between the transactional

leadership style and the continuance commitment. In other words if managers adopt

transactional leadership style then the continuance commitment will be promoted

accordingly.

4-Third Minor hypothesis:


leadership style and the normative commitment the standardized coefficient for this path

(β=0.43), the meaningfulness (5.98) and 99% confidence (with meaningfulness above

2.58) all were indicative of a positive relationship between the transactional leadership

style and the normative commitment. In other words if managers adopt transactional

leadership style then the normative commitment will be promoted accordingly.

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Next, given the data acquired from our research, Table No.8 contains confirmation or

rejection of different hypotheses in the research as follows:

Hypothesis

Relationship value

Standardized value

t Conclusion

Direct

First main hypothesis: Relationship between

transformational leadership style and

organizational commitment

× 0.48 3.32 Confirmed

Second main hypothesis: Relationship between

transactional leadership style and organizational

commitment


First minor hypothesis: Relationship between

transformational leadership style and affective

commitment


Second minor hypothesis: Relationship between

transformational leadership style with

continuance commitment


Third minor hypothesis: Relationship between

transformational leadership style and normative

commitment


Fourth minor hypothesis: Relationship between

transactional leadership style and affective

commitment


Fifth minor hypothesis: Relationship between

transactional leadership style and continuance

commitment


Sixth minor hypothesis: Relationship between

transactional leadership style and normative

commitment


Table No.8 – Final path modeling

As we can see in Table No.8, all the hypotheses have been confirmed.

9-Conclusion

The present research intended to firstly investigate the organizational commitment and

transactional and transformational leadership styles as well as the personality traits from a

theoretical point of view. Then a model was designed on the said concepts and its

dimensions and its relationships within the State Retirement Organization were discussed.

After analysis of all the data required from the research it was concluded that between all

independent variables within our model (transactional and transformational leadership

styles) and three dependent variables (affective, continuance and normative

commitments) there exist a direct and positive relationship. Also by studying the

moderating effect of the personality variable it was also concluded that the personality

variable is of moderating effect towards the three variables of affective, normative and

continuance commitments. In the end it is suggested that all scholars and researchers shall

study moderating effect of other variables on our model testing it within private

organizations as well.

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