IDEAS home Printed from https://ideas.repec.org/a/ids/ijsoma/v43y2022i4p510-530.html
   My bibliography  Save this article

Exploring the direct and mediating effect of transformational leadership on employee commitment

Author

Listed:
  • Álvaro Dias
  • Veronica Silva
  • Leandro Pereira
  • Renato Lopes da Costa
  • Rui Gonçalves

Abstract

The present study aims to correlate the concepts of organisational environment and employee commitment, having the concept of transformational leadership, and its role in organisations and subordinates, as an interlinked chain. In the context of the organisational environment, it is important that companies are aware that it is through transformational leadership, and greater attention to the needs of their employees, that they will be able to last through time, resisting constant changes, inside and outside the company organisational environment, and keep employees in the organisation. A good leader is essential in an organisation because it maintains the harmony between the human needs and the organisation objectives, perpetuating the culture of the organisation and thus promoting the growth and success of both the company and its constituents. Human development must be seen by organisations as an organisational strategy and people management is part of this process. The results have showed that organisational environment has a significant and positive effect on transformational leadership and that transformational leadership has a significant and positive effect on organisational commitment.

Suggested Citation

  • Álvaro Dias & Veronica Silva & Leandro Pereira & Renato Lopes da Costa & Rui Gonçalves, 2022. "Exploring the direct and mediating effect of transformational leadership on employee commitment," International Journal of Services and Operations Management, Inderscience Enterprises Ltd, vol. 43(4), pages 510-530.
    • Handle: RePEc:ids:ijsoma:v:43:y:2022:i:4:p:510-530
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=127464
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijsoma:v:43:y:2022:i:4:p:510-530. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=150 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.