426-916-1-sm.pdf

Sains

Full paper

Humanika Transformational Leadership and Organizational Commitment–A Literature Review Osman H. Osman*, Siti Fatimah Bahari Faculty of Management, Universiti Teknologi Malaysia, 81310, UTM Johor Bahru, Johor, Malaysia *Corresponding author: [email protected]

Abstract This paper reviews the literature of transformational leadership and organizational commitment. Despite transformational leadership and leadership theory has been successful and exceptional; scholars have examined the link between transformational leadership and organizational commitment. The purpose of this paper is to find the relationship between transformational leadership and organizational commitment. The rationale of the paper is to gain a better understanding of transformational leadership and organizational commitment. The study will examine whether or not transformational leadership related to organizational commitment. According to the transformational leadership theory, transformation leaders enthuse followers to achieve beyond expectations for the standards of work that can enthuse and how that idealized influence, inspirational motivation, intellectual stimulation and individualized consideration could create intermediate results such as affective, normative, and continuance commitment. In turn, transformational leadership may positively relate to organizational commitment. Keywords: Transformational leadership; organizational commitment Abstrak Kertas kerja ini mengkaji kesusasteraan kepimpinan transformasi dan komitmen organisasi. Walaupun kepimpinan transformasi dan teori kepimpinan telah berjaya dan luar biasa, sarjana telah meneliti hubungan antara kepimpinan transformasi dan komitmen organisasi. Tujuan kertas kerja ini adalah untuk mengkaji hubungan antara kepimpinan transformasi dan komitmen organisasi. Rasional kertas kerja ini adalah untuk mendapatkan pemahaman yang lebih baik daripada kepimpinan transformasi dan komitmen organisasi. Kajian itu akan mengkaji sama ada atau tidak kepimpinan transformasi berkaitan dengan komitmen organisasi. Menurut teori kepimpinan transformasi, pemimpin transformasi menarik minat pengikut untuk mencapai di luar jangkaan untuk piawai kerja yang boleh minat dan bagaimana pengaruh ideal, motivasi inspirasi, rangsangan intelek dan pertimbangan individu boleh mencipta keputusan pertengahan seperti komitmen afektif, normatif, dan berterusan. Sebaliknya, kepimpinan transformasi mungkin mempunyai hubungan yang positif dengan komitmen organisasi. Kata kunci: Kepimpinan transformasi; komitmen organisasi © 2014 Penerbit UTM Press. All rights reserved

1.0 INTRODUCTION Early research on leadership has taken on many perspectives or views over the years (e.g., Burns, 1978; Bass, 1985; Northouse, 2007). Researchers have focused on human traits, physical traits, and intellectual traits as central characteristics of an effective leader and a sound measure of leadership (e.g., Northouse 2007; Montgomery, 2006). Conger (2004) highlighted that leadership, in most instances, is dependent on the situation and vary based on a contingent construct. Leadership is associated with the procedure of social interaction and influencing people to endure for their organizational goals (Bass, 1985). In today’s business environment, management and employees need to be flexible to endure competitive (Henrikson, 2006). Organizations cannot survive without adapting the new challenges from the working environment (Conger, 2004). Consequently, organizations need adaptive leaders to face the challenging situations effectively (Henrikson, 2006). Leadership’s characteristics are momentous results to organizational performance, because the leadership’s features have an impact above their followers and organizational performance (Uma and Glenice 2006). Additionally, organizations need to recognize the ability of the leaders and improve their current leadership into more effective one. However, not merely the styles of leader to seize competitive advantage but association additionally enhance vision and skills to generate good organizational performance (House et al., 2004). To ascertain leadership style, psychologists have long recognized that measures of cognitive skill and normal personality forecast moderately good job effectiveness (Hogan and Holland, 2003). More and more associations are employing personality assessment for selection, recruitment, coaching, training, and occupation progress (Grint 2000). The absence of studies looking at personality characteristics as predictor of leadership styles (Lim and Ployhart, 2004); though, leaving a big hole in understanding what decides great leaders from the overall population. Leadership styles include: transactional leadership, transformational leadership, and Laissez-faire leadership (Bass, 1985; Bass et al., 2003; Bass and Avolio, 2004). 2:2 (2014) 127–133 | www.sainshumanika.utm.my |e-ISSN ISSN: 2289-6996

128

Osman H. Osman & Siti Fatimah Bahari / Sains Humanika 2:2 (2014), 127–133

Transactional leadership: clear performance expectations from the followers an expected achievement of specific goals in exchange for rewards (Northouse, 2007). Transactional leadership focuses on two core factors: contingent rewards and management-by-exceptions. Northouse defined contingent rewards as a bartering process among leaders and followers toward an agreed upon compensation. Northouse asserted management-by-exception involves corrective criticism and meaningful feedback to followers. Northouse reported that management-by-exception takes on two forms: active and passive. Laissez-faire leadership: characterized by passivity and reactivity, Laissez-faire leadership avoids specifying agreements, clarifying expectations, actively engage followers or assist in the followers’ development on any level (Northouse, 2007). The literature revealed that laissez-faire leaders are passive-avoidant leaders and have little positive relationship on the level of effort exhibited by followers in relation to perception and performance outcomes in an organization (Lee & Chang, 2006; Northouse). Leadership style theory proposes that someone's leadership style can be a transaction or transformation (Bass and Avolio, 2004). According to Popper and Mayseless's (2003), transformational leadership is optimistic views of others, and the ability to set an example. Such character traits are difficult to change. In addition, Bass and Avolio, (2004) stated that personality traits forecast an individual manager's leadership style is extremely tough to change. In further words, an organization's management accounting and association manipulation arrangements additionally helps to clarify the nature of its management of leadership effectiveness (Popper and Mayseless's, 2003). Consequently, there is clear accounting evidence (Field and Herold, 1997; Bass and Avolio, 2004; Tucker and Russell, 2004; Vera and Crossan, 2004; Spinelli, 2006; Northouse, 2007), such as targets and performance actions will prop transactional leadership styles, and this absence of accounting evidence will make it tough for managers to express their prospects and the outcomes are transformational leadership style will be more effective. Meanwhile, organizational commitment mentions to the level of an individual recognition alongside the organization’s level of devotion (Porter et al., 1974). Organizational Commitment consisted of three core dimensions: a strong belief in and agreement of the organization’s aims and benefits, willingness to exert substantial power on behalf of the association, and definite desire to uphold membership in the association (Porter et al., 1974). To understand better the effectiveness of transformational leadership style, the following part discusses transformational leadership and its dimensions. 2.0 TRANSFORMATIONAL LEADERSHIP Burns (1978), published the ground breaking book titled Leadership, which became a classic work on transformational leadership. Burns focused on leadership, leadership roles, and followership within various organizational constructs (Burns, 1978). Research (e.g., Hautala, 2005; Khanini, 2007; Lee & Chang, 2006; Northouse; Stohr & Collins, 2009) revealed that transformational leadership is one of the newer theories concerning leadership styles that continue to gain broader acceptance as a valid concept within the leadership field of study. Bass (1985) believes that charisma is a vital constituent of transformational leaders. Charisma endowed the leader's skill to inspire followers to locale aside self-interests and work towards the aim. Beugre et al., (2006), explained that charisma, alongside creativity and vision, permitting the leader to become the highest performance from their followers. Transformational leadership remarks to the kind of association whereas the leader has charisma and furnish intellectual stimulation, individual consideration and inspirational motivation (Beugre et al., 2006). According to Athalye (2010), leaders and followers of transformational association is a procedure in that an elevated level of enthusiasm and motivation to advance every single supplementary. Bradley (2009); Bass & Avolio (2004), established that transformational leaders accomplished to change people from followers to leaders and followers impact to vanquish self-interest for the good of their organization. Transformational leaders inspire and encourage followers to astonishing goals, process-oriented, and concentrated on the leaders (Bass and Avolio, 2004). According to Nont (2012), transformation leaders encourage followers to present beyond expectations for the average of work can inspire. Transformational leaders and leaders demand not merely recompensing, but additionally aim to advance the transactions amid his/her beyond interests (Nont, 2012). This paper suggests that transformational leadership is what drives the followers, motivate, and inspire them to reach beyond their expectations of goals and personal interests. In supplement, leaders can change the actions of associates to advance their vision for the attainment (Nont, 2012). Followers will comprehend and allocate their passion for heads after they trust and respect the leader. Thus, the leaders obtained impact from followers to change the association for the progress of their vision of the upcoming (Nont, 2012). According to Densten et al., (2002), the degree of impact of the leader to the followers of the followers is the creation of the reaction. These replies will assess and select the appropriate leadership style. Moreover, transformational leadership is an extremely good driver because of their emphasis on extra people than the consequence (Harland, Harrison, Jones, and Reiter-Palmon, 2005). Transformational leadership actions is made up of operatives who develop and delight, resolve setbacks, others are interesting, creative raises and adaptation resolutions, respect for others, assurance in others, attainment concentrated, public benefit focus, focus optimistic, not keen to focus, and self-actualization focus (Nont, 2012). The following part explains about the four characteristics/models of transformational leadership style. 2.1 Dimensions of Transformational Leadership Transformational leadership models contain the pursuing four (Bass, 1985; Avolio et al., 2003; Bass and Avolio, 2004; Spinelli, 2006; Northouse, 2007) characteristics: ideal influence, inspirational motivation, intellectual stimulation, and individual consideration. Idealized influence (charisma) has been utilized by leaders to enthuse follower’s makeover to buy their vision (Bass and Avolio, 2004). Followers desire to pursue the leader and aid accomplish the duty of the organization. Charisma allowed leaders to gain the respect and belief of followers (Bass and Avolio, 2004). Inspirational motivation encompassed inspirational head of elevated expectations across contact and the significance of vision. Followers are inspired to work towards a public aim instead of their self-interest (Northouse, 2007). The routine of charisma and inspirational motivation is to create leaders alongside followers, who desire them to be related alongside the leader (Bass and Avolio, 2004).

129

Osman H. Osman & Siti Fatimah Bahari / Sains Humanika 2:2 (2014), 127–133

Intellectual stimulation encourages followers to be creative and innovative (Densten et al., 2002). Leaders dared followers to come up alongside new thoughts and not just stay alongside the rank quo. In supplement to his/her brilliantly invigorating, transformational leader display concern for his/her progress (Bass and Avolio, 2004). Individual consideration is the progress and development of followers (Popper and Mayseless's, 2003). Bass industrialized a method to compute of transformational association shouted Multifactor Leadership Questionnaire various factors (MLQ). This paper suggests that transformational leaders encourage employees to do extra than what is implied in the occupation contract and focus on employees' advanced order needs. They furnish vision and a sense of duty, gain respect and belief, and deed as act models. They articulate motivated collective aims and encourage followers to accord them and fight to accomplish them. They foster a meteorological condition of belief and inspire operatives to transcend self-regard for the sake of the organization. However, the subsequent part explains organizational commitment and its dimensions. 3.0 ORGANIZATIONAL COMMITMENT Probably the most methodically investigated way to organizational commitment is the outlook elevated by Mowday and his associates, that emphasizes the employee’s affective link alongside the association (Jaramillo et al., 2005). This perspective declares that organizational commitment is characterized by (a) a strong belief in and agreement of the organization’s aims and benefits; (b) a willingness to exert substantial power on behalf of the association; and (c) a definite desire to uphold membership in the association (Morrow, 2011). Research inside this outlook has tended to focus on individual contrasts as antecedents of organizational commitment, skimpy that factors such as age and organizational tenure are affirmatively correlated alongside commitment, whereas level of education is negatively related (Hartman and Bambacas 2000, Jaramillo, Mulki, and Marshall, 2005; Van Breugel, Van Olffen, and Olie, 2005). The study employing this affective way to commitment has additionally oftentimes exposed an inverse connection amid commitment and incomings aim as well as an affirmative connection amid commitment and usual employee attendance (Morrow, 2011). Inappropriately, commitment has factually been discovered to exert slight manage impact on actual work performance, even though lessened incomings aim and consistent attendance are themselves critically vital pro-organizational attitudes and deeds (Sholihin and Pike 2010). In order to ascertain the factors that could associate to organizational commitment, early of all we demand to comprehend the believed of commitment. Organizational commitment is a psychological attachment to the association uses that can seize disparate forms (Kazlauskaite et al., 2006). Normally organizational commitment mentions to the attachment, emotionally and functionally, to a place of work (Porter et al., 1974). Meyer and Allen speculated that normative or moral commitment reflects employees who more than likely develop a genuine sensation of duty for the organization. Meyer and Allen found in the normative instances, organization committed employees stay with an organization because the employ believes it to be the right thing for the good of the organization (Sverke and Gallagher, 2005). Amongst the reasons that could clarify this fact characterizes today's marketplaces and organizations. The involvement of employee in associations becomes vital after benefits change, constant enhancement, elevated quality standards, and competitive firms will be shouted, and discretionary power operatives come to be an vital resource (Sverke and Gallagher, 2005). Organizational commitment is extensively understood as vital factor affirmative impact deeds that are helpful to the association, such as operative power, presentation, attendance, and retention (Sholihin and Pike, 2010). Intense global contest spurred by globalization has stimulated a little adjustment in the method that usual work and how people are used (Morrow, 2011). One of the vital adjustments in the workplace is rising use of flexible working habits, chiefly the increased use of provisional operatives casual in the association (Sverke and Gallagher, 2005). Efficiency and productivity are anticipated to yield a flexible occupation habits (Hartman and Bambacas, 2000). Researchers, though, have increased concerns concerning the level of operative loyalty and commitment that can be anticipated in a nature less safeguard occupation contracts and short-term example, (McClurg1999; Hartman and Bambacas 2000, Sverke and Gallagher 2005). Organizational commitment is vital in this context because of the possible encounter on operative identification alongside organizational goals, wish for commitment, exceptionally in the workplace, has been analysed from countless perspectives (Sverke and Gallagher 2005; Jaramillo, Mulki, and Marshall, 2005; Van Breugel, Van Olffen, and Olie, 2005). It has assisted as both a dependent variable for the background such as age, duration, gender and education, and as predictors of numerous consequences such as turnover, intention to leave and the absence of tolerating membership in the association and the level of power exerted (Meyer and Allen 1997; Hartman and Bambacas 2000, Jaramillo, Mulki, and Marshall, 2005; Van Breugel, Van Olffen, and Olie, 2005). Meyer and Allen (1997), theorized that affective commitment focuses primarily on the emotional attachment, involvement, or to what degree an employee identifies with an organization. Meyer and Allen elaborated that employees who exhibit affective behaviour are more likely to continue alongside an organization over an extended period during a career. Meyer and Allen found that continuance commitment focused primarily on the cost benefit assessment that an employee does in relation to making a decision to leave or stay with a given organization. Meyer and Allen argued that employees with continuance view the cost benefit of leaving an organization is higher or more rewarding than staying with his or her current organization (Sverke and Gallagher, 2005). Organizational commitment is a vital study case has implications for both useful and hypothetical (Hartman and Bambacas, 2000). This association aims to have a workforce that is extra committed, because study has shown that organizational promise managed to vital aftermath such as volume cut, higher motivation, higher organizational citizenship behaviour and organizational prop (Kwon and Banks, 2004). Managers can benefit from understanding the forecast committed workforce because they can onset interference after setbacks continue (Sholihin and Pike, 2010). They could accept, for example, the appropriate association deeds in order to enhance organizational promise and in coil, job satisfaction and job presentation (Yousef, 2000). Research indicates that understanding the organizational commitment can furnish vision into how organizational commitment connected to association behaviours. One of the supplementary kinds of scrutiny employing commitment as a compute of the significance was highlighted in the literature (Kamran and Mostafa, 2012). This includes the difference amid ethical promises that focus on attachment or loyalty contrasted calculative commitment that emphasizes the possible benefits derived from the operatives fitting in to the association (Sholihin and Pike, 2010).

130

Osman H. Osman & Siti Fatimah Bahari / Sains Humanika 2:2 (2014), 127–133

Findings described by Sverke and Gallagher seem to indicate that the preceding is extra stable than the subsequent forecast (Meyer and Allen, 1997). Van Breugel et al., (2005) exposed that the worth of the work is connected extra to morality than calculative commitment. According to these findings, this expose focuses on the ethical dimension as an indicator of commitment. Academics and practitioners of human resources as maintaining a keen attention in organizational promise because of its association alongside the wanted aftermath, such as decreased absenteeism, decreased incomings, and enhanced job performance (Jaramillo et al., 2005). Additionally there are findings that each power to raise organizational commitment is helpful in cutting stress levels in job-related spans such as workers and observed work stress (Kamran and Mostafa, 2012). According to Lee et al., (2012), organizational commitment mentions to the level of an individual recognizes himself alongside the association and his/her level of piety. Reade and Lee (2011), propose that organizational commitment extensively perceived as expansive attitudes towards the association retaining someone. We theorize organizational commitment as the extent to that a person recognizes alongside and give in a particular association uses, in accordance alongside the work. Though, the next part displays the dimensions of organizational commitment. 3.1 Dimensions of Organizational Commitment Though there contrasts amid authors considering the believed and nature of organizational commitment, vital similarities can be discovered as well. Most theorists in this earth contain a charge based dimension, that acknowledges that people can come to be committed to a sequence of deed in an association because of the observed price of floundering to do so, or because they don’t have each supplementary job alternative (Toma´s and Manuel 2008). The three general themes (Mowday et al., 1979; Meyer and Allen, 1997; Meyer et al., 2004; Kazlauskaite et al., 2006) in attitudinal conceptualizations of organizational commitment: Affective commitment, normative commitment, and continuance commitment. 3.1.1 Affective Commitment The first dimension usually concurred on for commitment is the affective dimension that explains the link to an association as an affective attachment that includes feelings like: affection, balminess, belongingness, faithfulness, fondness, and desire (Toma´s and Manuel 2008). Ian Ashman (2007), advanced the definition can be perceived in three declarations: a strong belief in and agreement of the organization’s aims and benefits, willingness to exert substantial power on behalf of the association, and definite desire to uphold membership in the association. Affective commitment mentions to a state operative or volunteer emotional attachment to the association (Dawleya et al., 2004). It has been delineated as an emotional reply that links individual individuality and organizational individuality as an attachment to the association for its own sake, as challenged to merely worth instrumental. This idea is considered as affective commitment. As continuance dimension explains the link of operatives to the association because they demand to stay, the affective dimension might be clarified in that workers desire in words of wish to stay (Toma´s and Manuel, 2008). Employees alongside a forceful affective commitment to the association accomplish larger than those alongside lower level of affective commitment. Pasch (2008) affective commitment showcases’ employees to have sense of desire to retain working alongside their present organization. Affective commitment is faithfulness to the association (Pasch, 2008). Affective commitment is described by a desire to stay alongside the association and employees exert efforts of power on their part. Affective commitments reliably display stronger connections alongside a colossal number of vital organizational variables than each supplementary form of commitment. Although, the core of this dimension is an affective tendency including: desires, wishes, and feelings have to emphasize that, in fact, it has been defined in a broad way. Authors also include concepts such as identification with, or congruence of, organization and individual goals and values (Ian Ashman, 2007). The next part explains normative commitment. 3.1.2 Normative Commitment The second dimension of commitment is recognized: the obligation dimension the observed obligation to pursue a sequence of deed, considered as normative commitment. The idea of normative commitment is extended, earlier by Penley and Gould (1988) who converse of ethical commitment as agreement of and identification alongside organizational aims. Ian Ashman (2007), used the alike word to delineate the degree to that an individual is psychologically attached to a retaining association across internalization of its aims, benefits and duties. This dimension contrasts from affective commitment because it is not vitally an emotional attachment, but reflects a sense of ethical obligation (Meyer and Herscovitch, 2001). Normative commitment rotates concerning the feelings of an operative or volunteer obligations and loyalty to the association (Dawleya et al., 2004). The next part explains continuance commitment. 3.1.3 Continuance Commitment Finally, continuance commitment range out in two dimensions: elevated detriment the confidential price of leaving and losing an investment in an association and low alternatives whereas there are insufficient continuing occupation alternatives feasible for the individual (Harrison and Motowidlo, 2012). Continuance commitment mentions to operative prices was perceived departing their associations (Harrison and Motowidlo, 2012). Pasch proposes that the continuation commitment reproduces an operative is believed to be internalized in order to stay alongside the association as contrasted alongside external necessities, the association (Dawleya et al., 2004). Continuance commitment is a highly advanced dimension of organizational commitment, and experiential works display a well-founded and forceful shackle of causality (Toma´s and Manuel 2008). According to David et al., (2005) commitment as continuance commitment stalks from a calculative procedure whereas operatives gather attention as pensions, seniority, communal rank, and admission to communal webs that attach him or her to the association (Dawleya et al., 2004). Benefits will be in danger if the individual greeneries the organization. Extra presently, study has displayed that continuation of the commitment could be made up of two sub-constructs established on the level of confidential detriment associated

131

Osman H. Osman & Siti Fatimah Bahari / Sains Humanika 2:2 (2014), 127–133

alongside departing the association and the supplementary established on the lack of supplementary alternatives (Harrison and Motowidlo, 2012). Lee et al., (2004), positions that the three commitments craft are probable to be conceptually and functionally comparable across sophistications, but there could be a demand to refine the measures for multicultural research. So it is probable that there continue a little traditional contrast in organizational commitment or its correlates. In the works organizational commitment has been analysed from countless perspectives, as a reliant variable for antecedents such as period, tenure and education and as a predictor of assorted aftermath such as job satisfaction, work motivation, incomings, aim to depart, absenteeism, and presentation (Meyer et al., 2004; Kristof-Brown et al., 2005; Kamran and Mostafa 2012). To understand better how transformational leadership affects organizational commitment, the next part discusses the relationship between transformational leadership and organizational commitment. 4.0 TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL COMMITMENT Researchers discovered an affirmative connection amid transformational leadership and organizational commitment in a specific nature for example, (Avolio, Zhu, Koh, & Bhatia, 2004; Bono & Judge 2003; Dhawan & Mulla, 2011; Emery & Barker, 2007; Ismail, Sulaiman, Mohamed, & Joseph 2011; Pillai& Williams, 2004; Rowden 2000; Walumba, Orwa, Money, & Lawler 2005; Walumbwa, Wang, Lawler, & Shi, 2004; Yang 2012). Every single of them discovered a study of the manage connection amid transformational leadership and organizational commitment. Mowday, Porter, and Steers (1982), contends that leadership ought to be a key constituent of ascertaining organizational commitment, and countless dedicated researchers emphasize the significance of transformational leadership on organizational commitment. Moreover, research have displayed that transformational leadership is affirmatively connected to organizational commitment in a collection of organizational backgrounds (Avolio, Zhu, Koh, & Bhatia 2004; Kent & Chelladurai, 2003; Walumbwa & Lawler, 2003). Additionally, Bradley (2009), assorted ways of transformational leadership behaviors since all allocate the public outlook that competent heads change or change the frank benefits, beliefs, and attitudes of followers so that they are prepared to do extra than minimum level set by the organization. In the background of association’s ability, whereas the organization's focus and commitment is to the client, an operative who uses the organizations aims and achieve at an elevated level to do alongside organizational commitment, the client (Bradley, 2009). Hence, since the transformation leaders encourage followers to accept the aims of the cluster and come to be extra intrinsically motivated to give to the aims of the working cluster, transformational leadership will lead to workers who are committed to our clients and the association (Bass, 1985). Investigation has progressively exposed that transformational leadership is affirmatively connected to an expansive collection of aftermath encompassing organizational commitment, motivation, job satisfaction, morality, empowerment, creativity, performance, and innovative behaviour (Barling et al., 1996; Dumdum et al., 2002; Fuller et al., 1996; Lowe et al., 1996; Dvir et al., 2002). In specific, transformational leadership has been believed a critical constituent in fostering organizational commitment, and amassing empirical facts proposes that transformational leadership is affirmatively related with organizational commitment in a collection of organizational settings (Dumdum et al., 2002; Lowe et al., 1996; Stumpp et al., 2009; Walumbwa and Lawler, 2003). Specifically, Zhu and Koh, (2003) recommended that the affective constituent of commitment had a far stronger relation alongside transformational leadership in that the stimulating facets of transformational leadership improve affective commitment rather than continuance or normative commitment, that could not be established on emotional aspects of commitment (Bradley, 2009). As distinguished by Moss and Ritossa, (2007) transformation leaders can implore and manipulation feelings rather than rely on rational procedure to inspire supplementary individuals. First, transformational leaders can stand-in employees’ faithfulness and respect across wanted behaviours (Moss and Ritossa, 2007). By bestowing an appropriate act ideal for followers, operatives respect, belief in, and emotionally recognize alongside the leader and the association (Walumbwa, and Lawler 2004). Second, transformational leaders can encourage operatives by enunciating a vision that elevates employee’s assurance and expectations (Martin and Epitropaki, 2001). Operatives who are intrinsically motivated by this leader’s enunciation of appealing vision can be extra encompassed in accomplished their long-term aims (Moss and Ritossa, 2007). Third, transformational leaders anticipate predominance and elevated level of achievement on the portion of followers. In distinction to transactional leaders who set aims and elucidate wanted aftermath, transformational leaders widen and rise followers’ aims and inspire followers to finish extra than what is anticipated of them (Martin and Epitropaki, 2001). Across elevated achievement prospects, transformational leadership behaviours can change their followers helping them to grasp their maximum possible and come to be committed to produce the maximum levels of performance (Dvir et al., 2002). Furthermore, the connection amid transformational leaders and their followers is established on individualized consideration rather than on organization’s proper guidelines (Zhu and Koh, 2003; & Bhatia, 2004). Across individualized prop, transformational leaders respect their followers and comprehend their confidential feelings and needs, emerging in extra involved and devoted followers (Martin and Epitropaki, 2001). Fourth, transformational leader’s heads enthuse operatives to question extant beliefs, trial the rank quo, and develop innovative ways to deal alongside organizational subjects rather than passively pursue (Shin and Zhou, 2003). Across intellectual stimulation, transformational leader can more craft an organizational nature in that operatives sense psychological protection in producing innovative methods of resolving setbacks and therefore, come to be extra committed to the association (Shin and Zhou, 2003). Lastly, transformational advance cooperation amid operatives and enthuse them to collaborate in the direction of a public aim (Shin and Zhou, 2003). By becoming operatives to transcend their own self-interest for collective hobbies or a public good of the association, transformational leaders can inspire followers come to be extra attached to the association (Moss and Ritossa, 2007). 5.0 CONCLUSION This paper focuses on improvement to a better considerate of transformational leadership and organizational commitment. This paper offers a mixture of the empirical research that debated leadership, transformational leadership, and organizational commitment. According

132

Osman H. Osman & Siti Fatimah Bahari / Sains Humanika 2:2 (2014), 127–133

to the literature (e.g., Avolio & Bass, 2004; Meyer & Allen, 1997; Northouse, 2007) transformational leadership is related alongside organizational commitment. Northouse affirmed that effective problem solving is a major competency of an effective leader (Northouse, 2007). Although, the literature uttered that the core purpose of leadership is the simplification of affirmative change inside an organization. Leadership is a crucial constituent of ascertaining organizational commitment, and countless dedicated researchers emphasize the significance of transformational leadership on organizational commitment (Dvir et al., 2002). The congruence between organization goals and measured outcomes reflect the effectiveness of leadership within an organizational construct.

References Athalye, R. (2010). Transformational Leadership Through Role Models: How B-schools Can Teach New Paradigms of Leadership. SIES Journal of Management, 6(2): 1–10. Bass, B. M. (1985). Leadership and Performance Beyond Expectations. NY: Free Press. Bass. Bass, B. M., & Avolio, B. J. (2004). Multifactor Leadership Questionnaire. Third Edition: Manual And Sampler Set. Redwood City, CA: Mind Garden. Beugre´ Constant D., William Acar, & William Braun. (2006). Transformational Leadership in Organizations: An Environment-induced Model. International Journal of Manpower, 27(1). Burns, J. M. (1978). Leadership. New York: Harper and Row. Bradley C. Greiman. (2009). Transformational Leadership Research in Agricultural Education: A Synthesis of the Literature. Journal of Agricultural Education, 50(4): 50–62. Conger, J. A. (2004). Developing Leadership Capability: What’s Inside the Black Box?” Academy of Management Executive, 18(3): 136–139. Dawleya D. D., Robert D. Stephensa, & David B. Stephensb. (2005). Dimensionality of Organizational Commitment in Volunteer Workers: Chamber of Commerce Board Members and Role Fulfillment. Journal of Vocational Behavior, 67: 511–525. Densten, I. L., Santos, J. C., Sarros, J. C., Tanewski, G. A., & Winters, R. P. (2002). Work Alienation and Organizational Leadership. British Journal of Management, 13(4), 285. De-Chih Lee, Li-Mei Hung, & Mei-Ling Chen. (2012). Empirical Study on the Influence Among Corporate Sponsorship, Organizational Commitment, Organizational Cohesiveness and Turnover Intention. Journal of Management and Sustainability, 2(2). Dvir, T., Eden, D., Avolio, B. J., and Shamir, B. (2002). Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment. Academy of Management Journal, 45(4): 735–44. Grint, K. (2000). The Arts of Leadership. Oxford University Press, Oxford. Harland, L., Harrison, W., Jones, J. R., & Reiter-Palmon, R. (2005). Leadership Behaviors and Subordinate Resilience. Journal of Leadership and Organizational Studies, 11(2), 2–14. Harrison J. Kell2 and Stephan J. Motowidlo. (2012). Deconstructing Organizational Commitment: Associations Among Its Affective and Cognitive Components, Personality Antecedents, and Behavioral Outcomes. Journal of Applied Social Psychology, 42(1): 213–251. Hartman, L. and Bambacas, M. (2000). Organizational Commitment: A Multi-method Scale Analysis and Test of Effects. The International Journal of Organizational Analysis, 8(1): 89–108. Henrikson, M. (2006). Great Leaders are Made, Not Born: Conclusion of a Four-Part Series. Awhonn Lifelines, 10(6). Hogan, J., & Holland, B. (2003). Using Theory to Evaluate Personality and Job–performance Relations: A Socio Analytic Perspective. Journal of Applied Psychology, 88: 100–112. House, R., Hanges, P., Javidan, M., Dorfman, P., and Gupta, V. (2004). Culture, Leadership and Organizations the Globe Study of 62 Societies. Sage Publications Inc., Beverly Hills CA. Ian Ashman. (2007). An Investigation of the British Organizational Commitment Scale: A Qualitative Approach to Evaluating Construct Validity. Management Research News, 30(1). Jaramillo, F., Mulki, J. and Marshall, G. (2005). A Meta-analysis of the Relationship Between Organization Commitment and Salesperson Job Performance: 25 Years of Research. Journal of Business Research, 58(6): 128–705. Kamran Nazari and Mostafa Emami. (2012). Antecedents and Consequences of Organizational Commitment Interdisciplinary. Journal of Contemporary Research in Business, January, 3(9). Kazlauskaite, R., Buciuniene, I., and Turauskas, L. (2006). Building Employee Commitment in the Hospitality Industry. Baltic Journal of Management, 1(3): 300– 314. Kwon, I. G., & Banks, D. W. (2004). Factors Related to the Organizational and Professional Commitment of Internal Auditors. Managerial Auditing Journal, 19(5): 606–622. Lee, T, Mitchell T, Sablynski C, Burton J and Holtom B. (2004). The Effects of Job Embeddedness on Organizational Citizenship, Job Performance, Volitional Absences, and Voluntary Turnover. Academy of Management Journal, 47: 711–722. Lim, B., & Ployhart, R. E. (2004). Transformational Leadership: Relations to the Five-factor Model and Team Performance in Typical and Maximum Context. Journal of Applied Psychology, 89(4): 610–621. Martin, R. &Epitropaki, O. (2001). Role of Organizational Identification on Implicit Leadership Theories (ILTs), Transformational Leadership and Work Attitudes. Group Processes & Intergroup Relations, 4, 247–262. Meyer, J. and Allen, N. (1997). Commitment in the Workplace: Theory, Research, and Application. Sage Publications. Meyer, J. P. and Herscovitch, L. (2001). Commitment in the Workplace: Toward a General Model. Human Resource Management Review, 11: 299–326. Morrow, Paula C. (2011). Managing Organizational Commitment: Insights from Longitudinal Research. Journal of Vocational Behavior, 79: 18–35. Moss, S. A., & Ritossa, D. A. (2007). The Impact of Goal Orientation on the Association Between Leadership Style and Follower Performance, Creativity and Work Attitudes. Leadership & Organization Development Journal, 3(4), 433–456. Mowday, R., Porter L. and Steers R. (1982). Employee organization Linkages: The psychology of commitment, absenteeism, and turnover. Academic Press, New York, NY. Nont Sahaya. (2012). A Learning Organization as a Mediator of Leadership Style and Firms Financial Performance. International Journal of Business and Manegement, 7(14). Northouse, P. G. (2007). Leadership: Theory and Practice . 4th ed. Thousand Oaks, CA: Sage. Pasch, R. J. (2008). Organizational Commitment in a Technology-focused Organization: An Investigation of Military, Government Service, and Contracted Personnel. Capella University. Petkevičiūtė, N.; Kalinina, I. (2004). Factors Increasing Employees' Commitment Management of Organizations: Systematic Research. Kaunas: Vytautas Magnus University Press, 31: 179–192. Popper, M., Mayseless, O. (2003). Back to Basics: Applying a Parenting Perspective to Transformational Leadership. The Leadership Quarterly, 14(1): 41–65. Porter, L., Steer, R., Mowday, R., & Boulian, P. (1974). Organizational Commitment, Job Satisfaction,and Turnover Among Psychiatric Technicians. Journal of Applied Psychology, 59: 603–609. Reade, Carol and Lee, Hyun-Jung. (2012). Organizational Commitment in Time of War: Assessing The Impact and Attenuation of Employee Sensitivity to Ethnopolitical Conflict. Journal of International Management, 18: 85–101. Sholihin, Mahfud and Pike, Richard. (2010). Organisational Commitment in the Police Service: Exploring the Effects of Performance Measures, Procedural Justice and Interpersonal Trust. Financial Accountability & Management, November 2010, 26(4), 0267–4424.

133

Osman H. Osman & Siti Fatimah Bahari / Sains Humanika 2:2 (2014), 127–133

Shin, S. J., Zhou, J. (1990). Transformational Leadership, Conservation and Creativity: Evidence From Korea. Acad Manage. J. 46(6), 703–714. Sverke, M. and Gallagher, D. (2005). Contingent Employment Contract: Are Existing Employment Theories Still Relevant? Economic and Industrial Democracy, 26(2), 181. Toma´s, F. Gonza´lez and Manuel Guille´n. (2008). Organizational Commitment: A Proposal for a Wider Ethical Conceptualization of ‘Normative Commitment. Journal of Business Ethics, 78, 401–414. Uma, D. Jogulu and Glenice, J. Wood. (2006). The role of Leadership Theory in Raising the Profile of Women in Management. Equal Opportunities International, 25(4). Van Breugel, G., Van Olffen, W. and Olie, R. (2005). Temporary Liaisons: The Commitment of ‘Temps’ Towards Their Agencies. The Journal of Management Studies, 42(3), 539–55. Walumbwa, F. O., & Lawler, J. J. (2003). Building Effective Organizations: Transformational Leadership, Collectivist Orientation, Work-Related Attitudes, and Withdrawal Behaviors in Three Emerging Economies. International Journal of Human Resource Management, 14, 1083–1101. Yousef, D. (2000). Organizational Commitment as Mediator of a Relationship Between Islamic Work Ethic Attitude Toward Organizational Change. Human Relations, 53(4), 513–37.