Impact of Leadership Style and Organizational Culture on Organizational Commitment

  • Naveeda K. Katper Institute of Business Administration, Faculty of Commerce and Business Administration, University of Sindh, Allama I.I. Qazi Campus Jamshoro, Pakistan.
  • Naveed Iqbal Chaudhry University of the Punjab Gujranwala Campus, Gujranwala, Pakistan
  • Muhammad Nawaz Tunio Alpen Adria University Klagenfurt, Austria
  • Muhammad Athar Ali University of the Punjab Gujranwala Campus, Gujranwala, Pakistan

Abstract

The purpose of this study is to explore the relationship between leadership style, organizational culture and organizational commitment in Pakistani manufacturing companies. The data were collected through questionnaire distribution and online form filling by 520 middle and senior managers of the manufacturing companies through simple random sampling technique. The findings of the study are the transformational leadership style has a significant impact on organizational commitment, transactional leadership style has a low significant impact on organizational commitment. Bureaucratic organizational culture has the lowest impact, innovative organizational culture has the second-highest impact and supportive highest culture has the highest impact on organizational commitment.Although his study is conducted in Pakistan, it is expected that the results of our study may have relevance to the other countries. By reproducing this study in different contexts and countries our results would be very helpful to develop a new model of leadership and organizational culture with implementation techniques that can be easily operationalized in a cross-cultural context.

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Published
2020-07-20
How to Cite
KATPER, Naveeda K. et al. Impact of Leadership Style and Organizational Culture on Organizational Commitment. Sukkur IBA Journal of Management and Business, [S.l.], v. 7, n. 1, p. 92-106, july 2020. ISSN 2410-1885. Available at: <http://journal.iba-suk.edu.pk:8089/SIBAJournals/index.php/sijmb/article/view/560>. Date accessed: 10 aug. 2020. doi: https://doi.org/10.30537/sijmb.v7i1.560.