organizational commitment literature review pdf

What We Know about Organizational Commitment: An Overview of the Literature of the Last Decades

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• Santiago Gutiérrez-Broncano ,
• Pedro Jiménez Estévez &
• Mercedes Rubio-Andrés  

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Although Organizational Commitment (OC) is not a new topic in the literature, it was not until 1991 that Meyer and Allen developed both a singular conceptualization about the construct of OC and a scale of measurement. Years later OC has became a very useful topic in business literature because it is directly related to turnover, turnover intention, absenteeism, and even organizational citizenship behavior (Meyer and Herscovitch, 2001). Moreover, OC has come to be regarded as an important variable to facilitate the understanding of an employee’s workplace behavior. Meyer, Allen and Smith (1993) argued that a better understanding of employee relationships with their organizations would improve organizational performance.

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Gutiérrez-Broncano, S., Estévez, P.J., Rubio-Andrés, M. (2016). What We Know about Organizational Commitment: An Overview of the Literature of the Last Decades. In: Machado, C., Davim, J.P. (eds) Organizational Management. Palgrave Macmillan, London. https://doi.org/10.1057/9781137473080_1

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Leadership styles and organizational commitment: literature review

Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

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Journal of Management Development

ISSN : 0262-1711

Article publication date: 7 March 2016

The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment.

Design/methodology/approach

This is a systematic literature review.

This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment.

Originality/value

Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

• Transformational leadership
• Leadership effectiveness
• Organizational commitment
• Leadership styles

Yahaya, R. and Ebrahim, F. (2016), "Leadership styles and organizational commitment: literature review", Journal of Management Development , Vol. 35 No. 2, pp. 190-216. https://doi.org/10.1108/JMD-01-2015-0004

Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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Transformational Leadership and Organizational Commitment: A Review of Literature

The purpose of this study is to discuss the relationship between transformational leadership and organizational commitment in literature review.This study uses an analysis of the literature to interpret and explain the findings. The results of this study show that, based on the principle of reciprocity, transformational leaders, through motivation,high expectations and inspiration for employees of their dream for the institution and the guidance they creating social assistance, self-realization, collaboration and objective accomplishment, they have improved employee commitment rates.In turn, transformational leaders through enthusiasm, inspiring encouragement, individualized attention and intellectual stimulation develop an environment in which employees establish a sense of institutional identity and have more of a constructive working partnership between leader and employees.

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