Graduate School of Business


Doctor of Business Administration (DBA)


Eric Richardson


commitment, faith-based, leadership, motivation


Business Administration, Management, and Operations | Management Sciences and Quantitative Methods | Organizational Behavior and Theory


The objective of this research was to examine the relationship between leadership practice and organizational commitment in employees in faith-based organizations. The research utilized Bass and Avolio's Multifactor Leadership Questionnaire (MLQ) Leader Form and Meyer and Allen’s Three-Component Model (TCM) Employee Commitment Survey. The purpose of the research was to determine whether there was a relationship between leadership style and organizational commitment. Attributed idealized influence (IIA), behavioral idealized influence (IIB), inspirational motivation (IM), and contingent reward (CR) predicted affective commitment. Attributed idealized influence (IIA), inspirational motivation (IM), intellectual stimulation (IS), individual consideration (IC), active management-by-exception (MBEA), and transactional leadership predicted continuance commitment. Intellectual stimulation (IS) and passive management-by-exception (MBEP) predicted normative commitment. Transformational leadership predicted all commitment types (affective, continuance, and normative). Although a slight linear relationship was discovered, there was no statistical significance between the variables of leadership style and organizational commitment of employees in faith-based organizations.