The interaction effect of transactional-transformational leadership on employee commitment in a developing country

Albert Puni · Sam Kris Hilton · Benedicta S. Quao

50 citations0/0 files storedManagement Research Review

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employee Performance and Leadership

Abstract

Purpose While substantial a number of research studies have examined the effect of leadership styles on work-related behaviour, the interaction effect of transactional-transformational leadership on work-related behaviour has been rarely investigated in a developing context. Thus, this study aims to examine the interaction effect of transactional-transformational leadership on employee commitment in Ghana. Design/methodology/approach The study used descriptive and cross-sectional survey designs. Cross-sectional data was obtained from 360 employees in the aviation industry of Ghana and analyzed using descriptive statistics, correlation and hierarchical regression techniques. Findings Transactional leadership style has a significant positive effect on employee commitment. However, when transformational leadership was added on transactional leadership base, there was no augmentation effect of transformational leadership style in predicting employee commitment. The results further indicate that there was a negative interaction effect of transactional and transformational leadership styles on employee commitment. Practical implications The findings imply that organizational leaders can improve employee commitment by purely resorting to transactional leadership behaviours. Leaders can also enhance employee commitment by augmenting transactional leadership behaviours on transformational leadership, as the reverse has no augmentation effect. Originality/value This study considerably complements existing leadership literature by establishing how a transformational leadership style can augment and/or interact with transaction leadership style to influence employee commitment in a developing country.

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References

1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1979The measurement of organizational commitment 2002Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences 1990A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment.2004Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity.2001Commitment in the workplace: toward a general model 1999Two Decades of Research and Development in Transformational Leadership 2008Leadership: Current Theories, Research, and Future Directions

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