The Relationship Between Directors' Transformational Leadership Behaviors and Subordinates' Organizational Commitment at the National Sports Council
This research sought to examine the correlation between directors' transformational leadership behaviors and subordinates' organizational commitment at the National Sports Council of Malaysia. Data were collected from 150 proportional stratified samples. Two instruments were used: 1) th...
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| 主要作者: | |
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| 格式: | Thesis |
| 語言: | English English |
| 出版: |
2005
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| 主題: | |
| 在線閱讀: | http://psasir.upm.edu.my/id/eprint/6456/1/FPP_2005_20.pdf |
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| 總結: | This research sought to examine the correlation between directors'
transformational leadership behaviors and subordinates' organizational
commitment at the National Sports Council of Malaysia. Data were collected
from 150 proportional stratified samples. Two instruments were used: 1) the
Transformational Leadership Inventory (TLI) developed by Podsakoff,
MacKenzie, Moorman and Fetter (1990) measuring employees' perception of
transformational leadership behaviors of their divisional directors; 2) the
Organizational Commitment Questionnaire (OCQ) developed by Mowday,
Porter, and Steers (1979) to measure employees' organizational commitment.
The research design used is of descriptive correlational type. Data collected
were analyzed using descriptive statistics, Pearson correlation, t-tests, stepwise
multiple regression, and ANOVA. The relationship between directors'
transformational leadership behaviors and subordinates' organizational
commitment was found to be strong and positively significant. Male perceived higher level of commitment than female workers. Demographic factors such as
gender and educational status contributed significantly to organizational
commitment, with educational status being the best predictor of the outcome
variable. Significant difference was found in the perceptions of transformational
leadership behaviors and organizational commitment among the six divisions in
NSC. Significant gender difference was also noted in the perceptions of
transformational leadership behaviors. It is hoped that the findings of this study
will contribute towards the wider knowledge of this leadership paradigm, and
more practical application and manifestation of this leadership in various
organizations in this changing world of globalization. Possible instrument
limitations and future research needs are also reviewed. |
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