The Relationship between Organizational Commitment and Transformational and Transactional Leadership Styles in Government Contract Employees
Graduate School of Business
Doctor of Business Administration (DBA)
Transformational Leadership, Transactional Leadership, Laissez-faire Leadership, Organizational Commitment, Government Contract Employees
Business | Leadership Studies
Gardner, Alethia, "The Relationship between Organizational Commitment and Transformational and Transactional Leadership Styles in Government Contract Employees" (2018). Doctoral Dissertations and Projects. 1959.
This study sought to determine if a relationship exists between leadership styles and organizational commitment in government contract employees. The psychological contract theory, expectancy theory, and transactional and transformational leadership theories framed the study purpose. The quantitative research method using the Pearson correlational statistical design was used to assess variable relationships. The Multifactor Leadership Questionnaire (MLQ) and the Three-Component Model (TCM) of Commitment were used to collect data from a sample of government contract employees. The results revealed weak but no statistically significant relationship between transformational and transactional leadership styles and organizational commitment. The study also found weak but no significant relationship between lassie-faire leadership and organizational commitment. Although not significant, the weak relationships indicate opportunities to better understand of the expected employee commitment-dependent outcomes resulting from decisions involving transformational, transactional, and laissez faire leaders.