- 學位論文
Impact of Leadership Styles on employees’ Organizational Commitment An Empirical Study in the Banks of Ha Giang
Impact of Leadership Styles on employees’ Organizational Commitment An Empirical Study in the Banks of Ha Giang
並列摘要
This study aims to examine the effects of managers’ leadership styles perceived 156 employees working at Military Joint Stock Bank, Vietcombank and Vietinbank in HaGiang and their organizational commitment. To achieve the objectives, managers’ leadership styles were identified first. The Multifactor Leadership Questionnaire (MLQ) questionnaire adopted from Bass and Avolio’s (1995) was used to collect information about leadership styles of managers. The MLQ includes 36 closed-ended questions related to three leadership behaviours, namely Transformational leadership, Transactional leadership and Laissez-faire styles. The Organizational Commitment Questionnaire (OCQ) developed by Meyer & Allen (1990) consisting of 24 items was employed to collect information about the level of affective, continuance & normative commitment. The major findings show that the transformational leadership style was the most dominant behaviour as perceived by employees at MB, Vietcombank and Vietinbank, while transactional leadership style was not prevailing, only at a moderate level. Employees exhibited an average degree of organizational commitment in all three components. The results of the study also indicate that there was a statistically significant relationship between transactional leadership style and organizational commitment. Overall transformational leadership style was not found to have an effect on employees’ organizational commitment. Based on the findings, some discussion and implications were made along with recommendations for further research.