Abstract
This study attempts at examining organizational approach to leadership and workforce dedication among five private firms in Lahore, Pakistan. The study sample will be a total of 185 personnel (both females and males), chosen via convenience sampling. Subjects’ organizational dedication and leadership approach will be evaluated with the aid of the OCQ (Organizational Commitment Questionnaire) and MLQ (Multifactor Leadership Questionnaire). Data analysis will be conducted by relying on ANOVA (Analysis of Variance), correlation analysis, and regression analysis techniques. Research results will expand the extant knowledge pool.
Introduction
The term ‘organizational commitment’ encompasses an emotional bond, motivation, and a feeling of belongingness, which play a part in corporate development. An employee believes it is his/her ethical and moral obligation to consider and strive for the organization’s long-term development, which will also ultimately serve to help the employee fulfil individual goals (Gautam, Van Dick, & Wagner, 2004, p. 301). Essentially, this dedication is the bridge linking the organization and its workforce. It is a measure of their level of focus and engagement. Further, it informs one of the level of integration of individual and corporate goals (Feather & Rauter, 2004, p. 85). Personnel retention or dedication to a firm may occur for a number of reasons (e.g., psychological association with the firm resulting in love for one’s job, a lucrative compensation package, or financial stability which might be lost if the individual loses his/her job) (Loi, Hang? Yue, & Foley, 2006, p. 110).
Hence, by examining the multitude of reasons which might be responsible for ensuring an individual remains attached to the organization, one can clearly witness negative as well as positive impacts on personnel self-worth and job satisfaction (Lee & Peccei, 2007, p. 671). Corporate commitment reveals employees’ emotional attachment to the corporation and level of involvement (including motivation and the zeal to go the extra mile) displayed when it comes to fulfilling organizational goals. Thus, corporate commitment deals with measuring employees’ levels of association, interest, motivation and engagement with regard to a given company (Meyer, Becker, & Vandenberghe, 2004, p. 665). For the purpose of retaining personnel and paying closer attention to the reasons underlying their choice to continue working for the organization, the three-dimensional corporate commitment model will be used. The three dimensions of the model assist in understanding personnel conduct and ways of improving their commitment levels through taking those dimensions into account (Hennig-Thurau, 2004, p. 470).
Clearly, corporate commitment has major organizational as well as workforce implications, which have been studied by a number of research scholars in their many research works. According to Durkin and Bennett (2000, p. 127), resignations and truancy are a couple of adverse impacts linked to absence of personnel commitment to their job. As Drucker (1999, p. 112) suggests, modern-day corporations have been shifting towards organizational structures wherein rank implies responsibility rather than power, with the supervisor required to motivate and encourage rather than order his/her subordinates around. Thus, for being effective, managers must encourage their coworkers, superiors, and juniors to back their ideas and strategies, and inspire them to ensure the decisions taken are carried to fruition (Blickle, 2003, p. 51). Organizations must be aware of the elements significantly contributing to or affecting personnel commitment enhancement. Swanepoel, Scheck, Erasmus, and Van Wyk (2000, p. 64) underlined the fact that it is pivotal to adopt leadership approaches conducive to workforce commitment for successful organizational implementation of business plans, goal achievement, human resource optimization, and gaining an edge over competition. Prior managerial performance studies underscore the fact that a key element of effective management is managers’ capability of influencing other people. Committed workers are naturally more devoted and motivated to fulfil corporate goals (Pfeffer, 1998, 98).
Affective commitment. The term ‘affective commitment’ is used to refer to the degree of employees’ affection for and attachment to their organization. At times, personnel do get psychologically attached to the organization, which may be for a number of reasons, including healthy internal relations, peer motivation, and a friendly and good workplace climate (Knippenberg & Sleebos, 2006). According to this element of affective commitment, a workforce member remains with the company for the simple reason that he desires not to quit. Here, a congruence is witnessed between individual and corporate goals. In fact, workforce members who exhibit a high level of this dimension are typically shown to hold positive attitudes with regard to accomplishment of organizational goals owing to the fact that they lack an economic motive...
References
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