The relationship between leadership style and organizational commitment at Defense Univesity

8/10/2019 The relationship between leadership style and organizational commitment at Defense Univesity

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The Relationship between Leadership Styles and

Organizational Commitment at Defense

University

Feleke Yeshitila Teshome

June 2 14


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Outline of the presntation

1. Background of the study

2. Statement of the problems

3. Research questions and Hypothesis

4. Objectives of the study

5. Research design and methodology

6. Major findings

7. Conclusion

8. Recommendation


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Organizational commitment also an important

issue in an organization. If employees are

committed, They are satisfied and not appealed to look for other opportunities.

They are willing to remain in the organization

They are less likely to leave the organization

Employees who are not committed, absenteeismand turnover will increase. These have ultimately

negative effect on the performance of the

organization.which means Organizational commitment indirectly

affect the performance of the organization


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In todays competitive world, organizationsface new challenges regarding how to develop

and improve organizational commitment.Organization can not be effective, unless eachemployee is committed to the organizationsvision, mission and objectives.

Schein (2004) argued that the success of anorganization depends on organizationalcommitment.

The effectiveness and efficiency of anorganization depends on organizationalcommitment. Therefore, it is important tounderstand the concept of organizational

commitment.


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Different Researcher suggests that

Dumdum, Lowe and Avolio,2002

Garg and Ramjee, 2013 Almutairi 2013

Buinienand kudien, 2008

Bycio, Hackett and Allen (1995)

Temesgen, 2011

There is a positive relationship between

leadership styles and organizational

commitment. These shows that leadershipstyles have greater influence on organizational

commitment. But all the studies were

conducted in profit making organization.


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In Ethiopia currently educational institutions are

dedicated to assure the quality of education because it

has its own effect on the overall development of the

country. As an educational institution, Defense

University is one of the institutions which plays major

role in assuring educational quality.

Defense University was established to cultivate, expandand transmit knowledge and provide professional

support for the Ministry of National Defense in order to

keep the standard and effectiveness of training

programs of Ministry of National Defense. In order to

achieve such objectives, the university needs skilled,

competent and committed employees.


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These days the Defense University is repeatedly

affected by loss of skilled and experienced employees

who could play a major role in the development of the

University. The performances of employees are low.

This low performance and high rate of turnover could

be the result of being lack of effective leadership style

and organizational commitment.

These are the intentions to examine the

relationship between leadership styles and

organizational commitment at DefenseUniversity.


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Statement of the problem

Human resource is considered to be the mosteffective resource in order to achieve organizational

goal. The well qualified, competent and skilled

workforce is needed to achieve organizational

strategic goal. Recruiting, selecting, orienting andthen placing employees are not the only critical

issues for the achievement of organizational goal. It

is also necessary to utilize the existing human

resource effectively and efficiently. In order to utilizesuch resources, leadership style is considered being

the most important determinant to increase the

utilization of workforce.


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Different researcher suggested that

Organizations largely depend on leadership style

to implement business strategies, to gaincompetitive advantage, to optimize humancapital and to encourage organizationalcommitment of the organization .Brockner,

Tyler and Scheneider (1992) Committed employees are willing to accept

organizational objectives and values. Committed

employees are more motivated and dedicatedtowards meeting and achieving organizationalgoals. They are less likely to leave theorganization. Allen and Meyer (1990)


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In Ethiopian Context, one research was

conducted on different aspects of leadership

and its relationship with organizationalcommitment (Temesgen, 2011). But the study

focused on private higher education. The

objectives of private and government

educational institutions are different.

provision of quality education, research and

development and profit making (private)

provision of quality education, research and

development ( Government)


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However, the influence of leadershipsstyle toorganizational commitment has not been

adequately addressed in governmenteducational institutions particularly in Defense

University

There is no research conducted in governmentorganizations to examine the relationship

between leadership styles and organizational

commitment.

These induce the researcher to conduct this

study in Defense University.


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The biggest challenge for Defense University is

How to improve the sense of commitment in

employees to avoid high rate of turnover andabsenteeism and low job performance.

How to attract and retain competent and

committed employeesIn order to address such problems, it is

necessary to understand the behavior of

leadership style which has positive relation toorganizational commitment.


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Research Questions and HypothesisIn order to achieve the purpose of the study, three

basic questions were raised. From these research

questions, nine specific hypotheses were formulated.1. What is the relationship between transformational leadershipstyle and affective, continuance, and normative commitmentat Defense University?

H: There is no significant relationship between transformationalleadership style and Organizational Commitment

2. What is the relationship between transactional leadership styleand affective, continuance, and normative commitment atDefense University?

H:There is no significant relationship between transactional leadershipstyle and Organizational commitment.

3. What is the relationship between laissez-faire leadership styleand affective, continuance, and normative commitment atDefense University?

H:There is no significant relationship between laissez-faire leadershipstyle and affective commitment at Defense University.


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Objectives of the Study

The general objective of this study is to examinethe relationship between leadership styles andorganizational commitment at Defense University.

Specific objectives are

1. To identify the employees perceptions onrelationships between leadership styles anddifferent dimensions of organizationalcommitment in Defense University.

2. To examine the relationship between leadershipstyles and organizational commitment dimensionsat Defense University.


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Significance of the Study

The finding of the study would

1. help Defense University to come up with goodleadership and organizational commitment policiesthat can improve employeesperformance.

2. help the leaders to exercise good leadership stylesand organizational commitment dimensions so as toimprove employeesperformance

3. be important to create awareness about the most

determinants factor that can build organizationalcommitment

4. have added value to the knowledge in otherleadership styles and employees commitment studies


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Scope of the Study

The scope of the study is a sample of leaders

and subordinates which were taken from five

different colleges found in Defense University.

They are

1. Ethiopian Staff and Command College,

2. Defense Engineering College,

3. Defense Health Science College,

4. Maj. Gen. Hayelom Araya Military Academy

5. Maj. Gen. Mulugeta Bulli TVET College.


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Limitations of the Study

The major limitation of this study was

1. Relatively small number of samplerespondents. This is as a result of someconstraints such as time and lack of sufficient

fund. But this small number of sample sizedoes not affect the result of this research.

2. Other variables beyond leadership styles suchas job satisfaction and personal characteristics(age, years of service and gender) andorganizational commitment were notconsidered in this research.


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Operational Definition of Terms

Leadership style is defined as the pattern of

behavior that leaders display in order to achieveorganizational goals. For this study, three styles ofleaderships are recognized. Multifactor Leadershipquestionnaire (MLQ) was used to measure the

leadership styles of the organization. Organizational commitment is defined as a strong

desire to remain member of a particularorganization, willingness to exert high level of effort,and to accept the value, belief and goals of theorganization to bring desired results. For this studyaffective, continuance and normative commitmentsare considered. Organizational CommitmentQuestionnaire (OCQ) was used to measure the three

dimensions of organizational commitment


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Conceptual Framework

Leadership style is defined as a process ofinteraction between leaders and followers in

which a leader attempts to influence followers

in order to achieve a common goal.Full Range Leadership Model denotes three

typologies of leadership behavior:

1. Transformational2. Transactional

3. Laissez-Faire leadership


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Transformational Leadership is theorized tocomprise five factors:

1. Idealized influence (Attribute),

2. Idealized influence (Behavior),3. Inspirational motivation,

4. Intellectual simulation

5. Individual consideration.

Transactional leadership is theorized to comprisethree factors:

1. Contingent reward,

2. Management by exception (Active)

3. Management by exception (Passive). Laissez-Faire leadership is a passive kind of

leadership that assumes the absence oftransaction.


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Organizational commitment can be thought of

as the extent to which employees are

dedicated to their organization and are willingto work to its benefit and prospect that they

will maintain membership. There are three

correlated but distinguished dimensions of

organizational commitment. They are

1. Affective commitment,

2. Continuance Commitment

3. Normative commitment.


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Conceptual Framework of Leadership Styles and

Organizational Commitment

h d h d l


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Research Design and Methodology

1. Research design

The philosophical assumption of this research is an interpretive.Its aim is to see the relationship between leadership styles and

organizational commitment through the eye of the employees

being studied.

Quantitative research approach was considered. It is based on

the measurement of quantity or amount of leadership subscales

and organizational commitment scales.

A correlation descriptive survey design was used to examine the

relationship between leadership styles and organizational

commitment and collecting data to test hypothesis

A cross-sectional survey design was adopted. Because, the data

was collected at one point in time and based on this data,

analysis would be conduced.


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2. Sampling Techniques

The target population of the study includes

both leaders and subordinates who are workingin Defense University.

There are five different colleges, because of

different programs offered, all five colleges aredeliberately selected for this study.

A stratified random sampling technique was

applied so as to obtain a representative sampleof respondents This technique is preferred

because there are several departments in each

college of the University.


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1. The population was partitioned in to 5 subpopulationcalled strata (colleges)

2. Each college was also divided in to academic and non

academic staff.3. Both staffs were divided in different departments

4. From each department a desired sample size wasdetermined. Then proportional number of sample was

allocated to each department of the Colleges5. Finally sample was drawn from each stratum.

Respondents were selected using simple randomsampling technique.

All department heads are selected using availabilitysampling.

Leaders must work at least a year in the current position

Employees must work at least a year in Defense Univesity


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3. Population and sampling SizeThe total populations of the study were 1168In order to reach at statistically valid conclusion, 153 sample

respondents were selected.The amount of money availability and time required are kept intoconsideration while determining sample size.


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4. Data Sources

Both primary and secondary source of data wereconsidered

1. Primary data=data prepared by individuals who wasparticipant in or direct witness to the events.(Questionnaires)

This research is empirical( practical or experimental) innature. Because of this, primary data was collected toaddress research questions.

2. Secondary data=it is used to supplement data obtainedfrom primary data source.

The advantage of using secondary data is tovalidate and compare the data obtainedthrough questionnaires.


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5. Data gathering Instruments

Two separate instruments were used to collect

relevant data.1. Multifactor Leadership Questionnaire (MLQ)

(MLQ) was formulated from the Full Range Leadership

Development Theory

It consists of transformational, transactional and laissez-faire

leadership behaviors with nine subscales (Bass and Avolio,

1995).

Idealized influence (attributed), Idealized influence

(behavior), Inspirational motivation, Individualized

consideration and Intellectual stimulation, Contingent reward,

Management-by-exception(active), Management-by-

exception(passive), Laissez-faire leadership


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Participants were required to assess and testify as tohow frequently the behaviors described by each of thestatements are exhibited by their leader.

The MLQ consists of two versions

1. The raterversionFor subordinates2. The self-rater version-For leaders The two versions consist of exactly the same

statements except they are written from differentperspectives

Based on the context of Defense University, 36 items (4item of each subscale of leadership behavior) wereselected by excluding least relevant to this study.

The items are rated using a 5 point likert scale 012345

High score shows high effectiveness of leadership styleperception while low score implies low effectivenessperception in the scale


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2. Organizational Commitment Questionnaire(OCQ)

(OCQ) is a model used to measure employeesorganizational commitment (Allen & Meyer, 1990)

It consists of three dimensions as

1. Affective Commitment-it has 4 items

2. Continuance Commitment- it has 4 items

3. Normative commitmentit has 4 items The items are rated using a 5 point likert scale

012345

OCQ is a self-scoring questionnaire High score shows high employees organizational

commitment perception while low score implieslow perception in the scale.


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6. Reliability and Validity

Reliability (internal consistency) and validity (construct validity)are the statistical criteria used to assess whether the researchprovides a good measure.

1. Reliability refers to the consistency of scores or answers fromone administration of an instrument to another and from oneset of items to another. If an instrument is reliable, it providesconsistent result.

2. Validity refers to the appropriateness, meaningfulness,

correctness, and usefulness of any inferences a researcherdraws

Reliable measuring instrument does contribute to validity, but areliable instrument need not be a valid instrument (Kothari,2008).

Cronbachsalpha It is a commonly used test of internal reliability.

Alpha coefficent 1=perfect internal reliability

0= no internal reliability

0.75= an acceptable level of internal reliability


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1. Validity and Reliability of MLQ

MLQ was tested (confirmed) the reliability by

using a large pool of data (N=1394) Reliability for total items and for each of the

leadership factors scales range from 0.74 to0.94

2. Validity and Reliability of OCQ

Researcher also conducted research to examinethe reliability of the OCQ

1. Affective commitment=0.87

2. Continuance Commitment=0.75

3. Normative Commitment=0.79


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7. Variables of the Study

Full range leadership behaviour were consideredseparately as independent variables

The three separate measure of organizationalcommitment were used as dependentvariables.

8. Data Analysis

Descriptive and inferential statistics were used tocompile and analysed data.

Descriptive=Frequency counts, percentage, mean andstandard deviation

Inferential= t-test and two tailed Pearson correlation

The survey data was coded, summarized andprocessed using SPSS version 20


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1. Frequency tables and percentages used to summarizethe demographic characteristics of sample respondents

2. The mean and standard were calculated in order to

examine employees perception about leadership stylesand organizational commitment.3. t-test was calculated to compare the MLQ mean of

leaders and subordinates response results to identify ifthere was significant difference between the two

samples on all subscale of leadership styles.4. A two-tailed Pearson Correlation analysis was used to

investigate the relationship between different leadershipstyles and organizational commitment dimensions.

Level of significance is used to accept or reject the nullhypothesis

If p0.05 or 0.01= fail to reject the null hypothesis


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Presentation, Analysis and Interpretation of Data

1. Sample response Rate

A total of 153 questionnaires were distributed tothe respondents and out of these questionnaires atotal of 126 questionnaires were successfullycompleted and returned. The total response rate

was 82.4 %.2. Demographic Characteristics of sample

respondents

Gender distribution

Male 119= 94.4%

Female 7= 5.6% This big variation is due to thesmall number of women holding academicposition in Defense University

f h l


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Age of the Employees

73.8 % (n=93) of the respondents were within theage range of 21 to 40. this shows that the majority

of employees with in the productive age.Level of Education

TVET 7 = 5.6%

Degree 55= 43.7%

Master 62= 49.2%

PhD 2= 1.6%

Work Experience

Average experience for current position= 5 years Average experience for Defence University= 10

years


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Major Findings,

1. The mean score for transformational leadershipsubscale were less than Bass and Avoliossuggestion. Which is less than 3. Leaders were notdisplaying the ideal level of transformationalleadership behaviors like

Instilling pride Inspiring a shared vision

Talking optimistically

Encouraging creativity Placing much important In coaching and training

Building commitment

Increasing motivation


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The overall transactional and laissez-faire leadership

styles mean scores were above the range of Bass

and Avolio (1997) suggestion. Leaders were

demonstrating greater level of transactional and

laissez-faire leadership behaviors like

Doing above standards, expectations and

recognizing accomplishments.

Clarify objectives and exchange rewards for

performance

Specifying the standards for compliance orineffective performance to monitor deviances,

mistakes and errors then taking corrective action

quickly.

h f l h h h


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2.Thepattern for organizational commitment which was thehighest mean scores for Continuance commitment(2.44),followed by normative commitment (2.18) and then

Affective commitment (1.97). Due to these result, Employees had high bond to organizational because of

the cost that employees were likely to face if they leftDefense University i.e non transferable investment such

as retirement, close relationship with other employees. Employees had high level of feeling to continue working

for Defense University. These moral obligations aremarriage, family, etc

Employees had low emotional attachment to,involvement in, and identification with the organizationand its goal. They were not consider themselves asbelonging to Defense University.


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3. In accordance with t-test analysis result, leadersand subordinates had different perceptions onleadership styles exercised in Defense University

There was a major difference between leadershipbehavior which are being practiced by the leadersand leadership behavior which are being perceivedby subordinates.

4. From the results of correlation analysis, it wasfound that

A.The relationship of transformational leadershipstyles and organizational commitment was not

strong. There is a significant positive relationshipbetween transformational leadership behavior andorganizational commitments (Affective,Continuance and Normative commitment).


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Transformational leadership behaviours Building high level of trust and confidence

Developing strong sense of loyalty

Inspiring shared vision Providing training and coaching

Encouraging creativity. All these behaviours are positivelyrelated to:-

1. Affective= How employees willing to stay in the organization

and to accept organizational objectives and values.2. Continuance= How employees feel about their obligation to

commit because of the monetary, social and psychological andother costs associated with leaving the organization.

3. Normative= How employees feel about their moral obligation

to continue working for Defence University.Transformational leadership style had positive andsignificant relationship between organizationalcommitment in psychological, Economic, and Moral

terms.


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B. That there is weak but significant and positiverelationship between transactional leadershipbehavior and Organizational commitment.

Clarification of goals, Exchange of rewards for meeting agreed-on objectives,

Monitoring deviance and taking corrective action quickly

Transactional leadership behaviors may be related to

how employees feel about their willing to stay,obligation to commit and moral obligation to stay inthe organization.

C. There is no significant positive relationshipbetween laissez-faire leadership behavior andorganizational commitment .

Avoiding getting involved when problem arise,

Avoiding making decision,

Ignoring problems and subordinates needs

Conclusions


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Conclusions

1. Leaders did not demonstrate the ideal level of

transformational leadership behaviors atDefense University. From this, it is possible toconclude that in Defense University effectivetransformational leadership behaviors are not

practiced.

2. On the other hand, leaders demonstratedgreater level of transactional and laissez-faire

leadership behavior at Defense University.Therefore, it can be concluded that in DefenseUniversity transactional and laissez-faireleadership behaviors are being practiced.


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3. The pattern of the highest mean score wascontinuance commitment followed by normativecommitment and then affective commitment.

It can be concluded that employees did notpositively perceive organizational commitment atDefense University.

In other words, there was low level oforganizational commitment in Defense University.

In addition to this, Defense University did not givemuch attention to change the attitude of the

employees with positive feeling towardsorganizational commitment. Employees did notaccept the vision, mission, goals and values of theorganization.

4 Th i i ifi t diff b t l d d


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4.There is a significant difference between leaders andsubordinatesperceptions about leadership behavior.

Leadership behaviors which were exercised by leaders

and the leadership behaviors which were perceived bysubordinates were completely different at DefenseUniversity.

5.Transformational leadership behavior had a positive

relationship with affective, continuance and normativecommitment at Defense University.

Transformational leadership behaviors play major role onthe development and improvement of organizational

commitment at Defense University. If the leaders exercise more of transformational

leadership behaviors, employees may want to, need to orfeel moral obligated to stay in Defense University.


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In General

It can be concluded that transformational

leadership and transactional leadership

behaviors play an important role in

developing and improving affective,

continuance and normative commitment

than the laissez-faire leadership style at

Defense University.

Recommendations


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Recommendations

1. Leaders were not displaying ideal level of

transformational leadership behaviors, it is imperative that Defense University

prepare and implement leadership

development program so as to provideknowledge and awareness abouttransformational leadership behaviors.

The University needs to set different leadership

development initiatives to improve the leaderspresent ability and prepare them for highestlevel of transformational leadership behaviors.

2 D h l f ff i i i


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2. Due to the low mean score of affective commitment incomparison with continuance commitment andnormative commitment,

it is suggested that Defense University should developaffective commitment through internalizing the vision,mission, goals and values of the organization toemployees.

3.Both transformational and transactional leadershipbehaviors have similar influence on organizationalcommitment.

Thus, Defense University should maintain and improve

these positive relationships through building high level oftrust and confidence, developing strong sense of loyaltyto employees, inspiring shared vision, encouragingcreativity, clarification of goals and exchange of rewardsfor meeting agreed-on objectives.


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Generally,

Leaders must be able to give more

attention to exercise more

transformational and transactional

leadership behaviors in order to develop

and improve organizational commitment

at Defense University

A k l d


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Acknowledgement

1. Dr. Befekadu Zeleke

2. Commandants and Staff members of Staff and command college

Defense Engineering college

Defese health science college

Maj.Gen.Hayelom Araya Military Acadamy

Maj. Gen. Mulugeta Bulli TVET college

3. Defense Human Resource Management Main

Department

My famly, my mother, my wife, all brother and asister


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Thank You

The relationship between leadership style and organizational commitment at Defense Univesity

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