Linkages of organizational commitment and leadership styles: a systematic review

Prashant Sunil Borde · Ridhi Arora · Sanjeeb Kakoty

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

Abstract

Purpose This paper aims to examine how the linkages between organizational commitment (OC) and five leadership styles, namely, authentic leadership, benevolent leadership, ethical leadership, moral leadership and spiritual leadership, have been investigated in the literature. Design/methodology/approach This systematic literature review applies a matrix method to examine the significant literature in leadership and OC, specifically considering themes of self-development, self-awareness, self-regulation, self-discipline and self-motivation necessary for individuals and organizations. The papers from Australian Business Deans Council, Scopus and Web of Science listed journals were reviewed. Forty-three peer-reviewed English publications from 20 journals were selected and analysed. Findings The synthesis of these empirical studies revealed that the relationship between OC and these leadership styles had primarily been mostly quantitatively investigated in many countries and sectors. Additionally, ethical leadership remains the most commonly researched style. Furthermore, there are mediating mechanisms and boundary conditions in the relationship between these styles and OC. Research limitations/implications The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may not have been included. Additional qualitative studies based on these linkage themes need to be conducted in human resource development (HRD) contexts. Practical implications This review offers an overall picture of the existing knowledge of OC and leadership that will be fruitful for HRD practitioners to understand and replicate these concepts. Originality/value There are few systematic literature reviews on the relationship between OC and leadership styles. This paper is among the first systematic reviews to analyse how leadership has been associated with OC and provides potential research directions. HRD practitioners and academia should find the results of this study helpful.

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References

2009Preferred Reporting Items for Systematic Reviews and Meta-Analyses: The PRISMA Statement 1991A three-component conceptualization of organizational commitment 1986Perceived organizational support.2005Authentic leadership development: Getting to the root of positive forms of leadership 2005Ethical leadership: A social learning perspective for construct development and testing 1996Affective, Continuance, and Normative Commitment to the Organization: An Examination of Construct Validity 2003Toward a theory of spiritual leadership 2004Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

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