A Systematic Review: Is Transformational Leadership Effective for Organizational Commitment?

  • Yustisia Kristiana Universitas Pelita Harapan
  • Martinus Tukiran Universitas Pakuan, Indonesia
Keywords: emotional intelligence, job autonomy, job characteristics, organizational commitment, systematic review, transformational leadership

Abstract

Transformational leadership has been widely implemented. Transformational leadership can be used to achieve organizational commitments. The purpose of this article is to review the correlation between transformational leadership and organizational commitment, as well as the impact of other variables that strengthen the correlation. This article analyses the research related to the correlation between transformational leadership and organizational commitment, as well as the mediators and moderators that strengthen this correlation. The method consists of systematically reviewing transformational leadership and organizational engagement through journal reviews. This systematic review shows that transformational leadership significantly predicts organizational participation. Transformational leadership influences organizational commitment through intermediary variables, that is, job characteristics and job autonomy. Other results indicate that emotional intelligence is a moderating variable that can strengthen the correlation between transformational leadership and organizational commitment.

References

Abraham, R. (2000). Organizational cynicism: Bases and consequences. Genetic, Social, and General Psychology Monographs, 126(3), 269–292.

Allen, N. J., & Meyer, J. P. (1996). Affective, Continuance, and Normative Commitment to the Organization: An Examination of Construct Validity. Journal of Vocational Behavior, 49(3), 252–276. https://doi.org/10.1006/jvbe.1996.0043

Ashkanasy, N. M., & Dasborough, M. T. (2003). Emotional Awareness and Emotional Intelligence in Leadership Teaching. Journal of Education for Business, 79(1), 18–22. https://doi.org/10.1080/08832320309599082

Avolio, B. J. (1999). Full Leadership Development: Building the Vital Forces in Organization. SAGE Publications.

Avolio, Bruce J. (2004). Examining the full range model of leadership: Looking back to transform forward. In D. v. Day, S. J. Zaccaro, & S. M. Halpin (Eds.), Leadership development for transforming organizations: Grow leaders for tomorrow (pp. 71–98). Erlbaum.

Avolio, Bruce J., & Bass, B. M. (2002). Developing potential across a full range of leadership: Cases on transactional and transformational leadership. Lawrence Erlbaum Associates Publishers.

Barling, J., Moutinho, S., & Kelloway, E. K. (2000). Transformational Leadership and Group Performance: The Mediating Role of Affective Commitment.

Bass, B. M. (1985a). Leadership and performance beyond expectations. Free Press.

Bass, B. M. (1985b). Leadership and performance beyond expectations. Free Press.

Bass, B. M. (1998). Transformational leadership: Industrial, military, and educational impact. Transformational Leadership Industry Military and Educational Impact. Retrieved from http://books.google.com/books?id=CF7yFpsFYZgC&pgis=1rmational leader. Lawrence Erlbaum Associates.

Bass, B. M., & Avolio, B. J. (1997). Full Range Leadership Development: Manual for the Multifactor Leadership Questionnaire. In Mind Garden. Mind Garden.

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd Ed.). Lawrence Erlbaum Associates Publishers.

Bass, Bernard M., & Avolio, B. J. (1990). The Implications of transactional and transformational leadership for individual, team, and organizational development. Research in Organizational Change and Development, 4, 231–272.

Bass, B.M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership. Sage Publications.

Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389–405. https://doi.org/10.1023/A:1022991115523

Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational Behavior: Improving Performance and Commitment in the Workplace (6th Ed.). McGraw-Hill.

Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. The Academy of Management Review, 13(3), 471–482. https://doi.org/10.2307/258093

Dai, Y. de, Dai, Y. Y., Chen, K. Y., & Wu, H. C. (2013). Transformational vs transactional leadership: Which is better?: A study on employees of international tourist hotels in Taipei City. International Journal of Contemporary Hospitality Management, 25(5), 760–778. https://doi.org/10.1108/IJCHM-Dec-2011-0223

Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580–590. https://doi.org/10.1037/0021-9010.74.4.580

Downton, J. v. (1973). Rebel Leadership: commitment and Charisma in the Revolutionary Process. Free Press.

Erez, A., & Isen, A. M. (2002). The influence of positive affect on the components of expectancy motivation. Journal of Applied Psychology, 87(6), 1055–1067. https://doi.org/10.1037/0021-9010.87.6.1055

Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218–226. https://doi.org/10.1037/0003-066X.56.3.218

Fredrickson, B. L., & Joiner, T. (2002). Positive Emotions Trigger Upward Spirals Toward Emotional Well-Being. Psychological Science, 13(2), 172–175. https://doi.org/10.1111/1467-9280.00431

Fredrickson, B. L., & Levenson, R. W. (1998). Positive Emotions Speed Recovery from the Cardiovascular Sequelae of Negative Emotions. Cognition and Emotion, 12(2), 191–220. https://doi.org/10.1080/026999398379718

Fredrickson, B. L., Mancuso, R. A., Branigan, C., & Tugade, M. M. (2000). The undoing effect of positive emotions. Motivation and Emotion, 24(4), 237–258. https://doi.org/10.1023/A:1010796329158

Gardner, L., & Stough, C. (2002). Examining the relationship between leadership and emotional intelligence in senior level managers. Leadership & Organization Development Journal, 23(2), 68–78. https://doi.org/10.1108/01437730210419198

Ghosh, R., Reio, T. G., & Haynes, R. K. (2012). Mentoring and organizational citizenship behavior: Estimating the mediating effects of organization-based self-esteem and affective commitment. Human Resource Development Quarterly, 23(1), 41–63. https://doi.org/10.1002/hrdq.21121

Gillet, N., & Vandenberghe, C. (2014). Transformational Leadership and Organizational Commitment: The Mediating Role of Job Characteristics. Human Resource Development Quarterly, 25(3), 321–347. https://doi.org/10.1002/hrdq.21192

Gözükara, İ., & Şimşek, O. F. (2015). Linking Transformational Leadership to Work Engagement and the Mediator Effect of Job Autonomy: A Study in a Turkish Private Non-Profit University. Procedia - Social and Behavioral Sciences, 195, 963–971. https://doi.org/10.1016/j.sbspro.2015.06.274

Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7

Hollander, E. P. (1992). Leadership, followership, self, and others. The Leadership Quarterly, 3, 43–54. https://doi.org/10.1016/1048-9843(92)90005-Z

Holtom, B. C., & O’Neill, B. S. (2004). Job embeddedness: a theoretical foundation for developing a comprehensive nurse retention plan. JONA: The Journal of Nursing Administration, 34(5), 216–227. https://doi.org/10.1097/00005110-200405000-00005

Isen, A. M., Daubman, K. A., & Nowicki, G. P. (1987). Positive affect facilitates creative problem solving. Journal of Personality and Social Psychology, 52(6), 1122–1131. https://doi.org/10.1037/0022-3514.52.6.1122

Jackson, T. A., Meyer, J. P., & Wang, X.-H. (Frank). (2013). Leadership, Commitment, and Culture. Journal of Leadership & Organizational Studies, 20(1), 84–106. https://doi.org/10.1177/1548051812466919

Jain, P., & Duggal, T. (2018). Transformational leadership, organizational commitment, emotional intelligence and job autonomy. Management Research Review, 41(9), 1033–1046. https://doi.org/10.1108/MRR-01-2018-0029

Judge, T. A., & Piccolo, R. F. (2004). Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755

Kristiana, Y., Yuliantoro, V. N., Goeltom, V. A. H., Pramono, R., Bernarto, I., & Purwanto, A. (2020). The effect of transformational leadership on organizational commitment with trust, psychological well-being, and organizational culture as mediation variables. Test Engineering and Management, 83(May-Jun), 24795–24807.

Lu, K.-Y., Lin, P.-L., Wu, C.-M., Hsieh, Y.-L., & Chang, Y.-Y. (2002). The relationships among turnover intentions, professional commitment, and job satisfaction of hospital nurses. Journal of Professional Nursing, 18(4), 214–219. https://doi.org/10.1053/jpnu.2002.127573

Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171–194. https://doi.org/10.1037/0033-2909.108.2.171

Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage.

Meyer, John P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z

Morgeson, F. P., & Campion, M. A. (2003). Work design. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of psychology: Industrial and organizational psychology (Vol. 12, pp. 423–452). John Wiley & Sons.

Moss, G., & Daunton, L. (2006). The discriminatory impact of non‐adherence to leadership selection criteria. Career Development International, 11(6), 504–521. https://doi.org/10.1108/13620430610692926

Mowday, R., Porter, L., & Steers, M. (1982). Employee-Organisation Linkages: The Psychology of Commitment, Absenteeism, and Turnover. Academic Press.

Palalic, R., & Ait Sidi Mhamed, E. M. (2020). Transformational leadership and MNCs: evidence from Morocco community. Journal of Enterprising Communities: People and Places in the Global Economy, 14(2), 201–230. https://doi.org/10.1108/JEC-01-2020-0002

Piccolo, R. F., & Colquitt, J. A. (2006). Transformational Leadership and Job Behaviors: The Mediating Role of Core Job Characteristics. Academy of Management Journal, 49(2), 327–340. https://doi.org/10.5465/amj.2006.20786079

Pillai, R., & Williams, E. A. (2004). Transformational leadership, self‐efficacy, group cohesiveness, commitment, and performance. Journal of Organizational Change Management, 17(2), 144–159. https://doi.org/10.1108/09534810410530584

Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. v. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59(5), 603–609. https://doi.org/10.1037/h0037335

Purwanto, A., Purba,J.T, Bernarto,I., Sijabat,R.(2021). The Role of Transformational Leadership, Organizational citizenship behaviour, Innovative Work Behaviour, Quality Work Life, Digital Transformation and Leader member exchange on Universities Performance. Linguistica Antverpiensia.2021(2).2908-2932

Presbitero, A., Newman, A., Le, H., Jiang, Z., & Zheng, C. (2019). Organizational commitment in the context of multinational corporations: a critical review and directions for future research. The International Journal of Human Resource Management, 30(1), 188–218. https://doi.org/10.1080/09585192.2018.1511614

Santora, J. C. (2007). Managing “Open” Employees: Do Resources and Leadership Style Matter? Academy of Management Perspectives, 21(3), 83–84. https://doi.org/10.5465/amp.2007.26421240

Taboli, H. (2013). Job Satisfaction as a mediator in relationship between emotional intelligence, organizational commitment in employees’ Kerman Universities. Life Science Journal, 10(1), 1–8.

Uçanok, B., & Karabatı, S. (2013). The Effects of Values, Work Centrality, and Organizational Commitment on Organizational Citizenship Behaviors: Evidence from Turkish SMEs. Human Resource Development Quarterly, 24(1), 89–129. https://doi.org/10.1002/hrdq.21156

Vecchio, R. P. (2002). Leadership and gender advantage. Leadership Quarterly, 13, 643–671. https://doi.org/10.1016/S1048-9843(02)00156-X

Vigoda-Gadot, E., & Beeri, I. (2012). Change-Oriented Organizational Citizenship Behavior in Public Administration: The Power of Leadership and the Cost of Organizational Politics. Journal of Public Administration Research and Theory, 22(3), 573–596. https://doi.org/10.1093/jopart/mur036

Yukl, G. (1989). Managerial Leadership: A Review of Theory and Research. Journal of Management, 15(2), 251–289. https://doi.org/10.1177/014920638901500207

Yukl, G. A. (2013). Leadership in Organizations (8th ed.). Pearson.

Published
2021-08-04
How to Cite
Kristiana, Y., & Tukiran, M. (2021). A Systematic Review: Is Transformational Leadership Effective for Organizational Commitment?. Journal of Industrial Engineering & Management Research, 2(4), 266 - 273. https://doi.org/10.7777/jiemar.v2i4.183
Section
Articles