Organizational Commitment

This chapter presents the background and the importance of leadership and organizational commitment in the public and private sector of Pakistan. Then, the problem statement, purpose, research questions and significance of the study are discussed. Finally, the major terms of this study will be defined.

Background and Importance

The foremost purpose of this research study is to elaborate the relationship between leadership and organizational commitment. Furthermore, we will investigate that how power distance plays a moderating role in the relationship of leadership and organizational commitment and how employee motivation plays a mediating role between leadership and employee’s organizational commitment.

Many “theories and research articles

In result, followers became more involved in their work and their level of organizational commitment increased (Fred Ochieng Walumbwa & Lawler, 2003). In past, it was analyzed by researchers that organizational commitment level is very high in the organizations where employees take part in decision making and this fact is appreciated by the leaders (McELROY, 2001). Motivation mediates between the relationship of transformational leadership and dimension of organizational commitment”.

In Pakistan, “there is high power distance among managers and employees. Because managers think that if they will give any power or authority to their subordinates than their will be no status gap in between manager and employees and then employees will not obey them. In result, low power distance will prevail among them” (Saeed et al., 2013). If, the level of power distance is high than the communication gap between leaders and employees will also be high and vice versa. If, there is high employee motivation then the organizational commitment would be high. Now a day’s, power distance and organizational commitment are very popular aspects among the researchers and scholars in contemporary management practices. Employee’s motivation is a very common aspect for the well-being of any organization”.

Problem

These leaders value the norms of their employees to encourage individual as well as organizational change for the well-being of their employees and organization. Transformational leadership is known by its five components. First, Task and value focused leaders has attributed to ‘idealized influence’ which are refer to as charismatic arrangements (Avolio, Bass, & Jung, 1999).

Second, Social personality of leaders is referred to as ‘attributive charisma’. These leaders are considered powerful and confident. Third, the leaders which focus on their follower’s future and organizational goals are referred to as ‘inspirational motivation’. These leaders want to boost their followers and organization by adopting different techniques”.

Fourth, The technique used by leaders to challenge their employees creative thinking to find the solutions of different problems is referred to as ‘intellectual stimulation’. The fifth component of transformational leadership ‘Individualized consideration’ is attributed to the behaviour of leader that how he guides and support his followers by satisfying them (Avolio et al.,