Effects of Leadership styles on Organizational commitment in Public and Private sectors of Pakistan
Year: 2015
Type: dissertation
Abstract: The aim of this thesis is to depict the relationship of leadership styles and organizational\ncommitment in the Pakistani context. In this thesis, exploration of these variables and their\neffects has been presented.\nThe concept of the whole thesis, the background, and significance of the study is discussed in\nthe first chapter. The problem statement is explained along with the research questions. A\nbrief illustration of the dependent and independent variables is presented.\nIllustration of all the theories has linked to the thesis. As transformational and transaction\nleadership is taken in connection with commitment factors, so the description of power\ndistance and motivation for employees is also presented. Transformation leadership is\npositively linked with motivation whereas, in the transactional approach more power distance\nis observed.\nHow power distance is associated to these leadership styles and to what extent is it affecting\nemployees commitment is discussed in this thesis. The main aim of the study is to analyze\nthe hypothesis and for that reason a theory is presented to make readers understand the\nconcepts.\nThe research design is explained in detail along with population and sample size. Then idea\nof the questionnaire development is discussed and that how the interpretation is done. The\nanalysis of data collection is explained with detail with all the frequencies of the demographic\ndetails of the respondents.\nA frequency distribution shows the complete level of respondents’ participation and their\nrespective ages, degrees, departments and gender. The results of regression analysis are\ncorrelated with the theories. These results are showing the reliability of hypothesis and that if\nthey are right or wrong.\n\nFrom this study, it is concluded that Pakistan is following a high power distance culture in\nboth public and private sectors. Employees in different organizations are bound to work\nbecause there are less available alternatives for them. They are not allowed to disclose the\ninsights of their company and management. Employees want to have international standards\nof management practices and employee empowerment.\nIt is found that transformational leadership is playing a positive role in Pakistani companies\nand employees in those organizations where leaders are transformational seem to be more\nsatisfied with their jobs than those of transactional leadership. Power distance and motivation\nis playing an important role in motivating and demotivating people.\nIt was also noticed that people of Pakistan rely more on materialistic rewards than on verbal\nmotivations and this factor shows the overall economic conditions of Pakistan. Because\npeople are not able to meet the basic living expenses if they stop relying on bonuses and\nappraisals. Therefore, a strong correlation between contingent rewards and performance has\nbeen observed.\nKey words: Transformational leadership, Transactional leadership, Affective commitment, continuance\ncommitment, normative commitment, power distance, Motivation, Public sector, Private sector,\nRegression, Pakistan, Survey.
Source: BIBSYS Brage (BIBSYS (Norway))
Author: Amna Mahmood
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2501606818