The Effect of Leadership Style on Organizational Commitment and Its Influence on Job Performance and Innovation

Abstract

Present study examines the impact of authority style on organizational commitment and its consequent impact on work execution and development. Employing a quantitative inquire about approach, the think about overviews representatives over numerous businesses to survey how diverse administration styles (e.g., Transformational, Value-based, and Laissez-faire) impact organizational commitment. The investigation contributes to the understanding of administration elements and its part in optimizing both person and organizational results. The quantitative phase involves administering standardized scales such as Organizational Commitment Questionnaire (OCQ, 1991), Leadership Style Questionnaire (LSQ, 2004), Employee Job Performance Scale (EJPS, 1991) and Employee Innovation Behavior Scale (EIBS, 1991) to a diverse sample of adults. The result is that there is a significant positive correlation between Leadership Style (LS) and Organizational Commitment (OC), Employee Innovative Behavior (EIB), and Employee Job Performance (EJP). EIB is strongly linked to EJP, and both OC and EIB show moderate correlations with EJP. The results show significant positive correlations among the variables: OC has a strong relationship with LS (r= 0.521***, p <0.001) and EJP (r=0.418***, p < 0.001). EIB is positively correlated with both OC (r= 0.270**, p <0.01) and LS (r=0.293**, p< 0.01), indicating moderate associations. Lastly, EJP also demonstrates significant correlations with both OC and EIB (r= 0.290**, p <0.01,   r= 0.504***, p <0.01), highlighting the interdependence of these factors. These results suggest that effective leadership enhances employee commitment, innovation, and performance.