TRANSFORMATIONAL LEADERSHIP BEHAVIOUR AND CONTINUANCE COMMITMENT IN THE RIVERS STATE CIVIL SERVICE
Keywords:
Transformational Leadership Behaviour, Continuance Commitment, Organizational Commitment,Civil Service, Rivers State, Nigeria
Abstract
This study examined the relationship between transformational leadership behaviour and continuance commitment. A sample of 185 randomly selected managerial and non-managerial employees from ten (10) purposively drawn major Oil and Gas companies in the Niger Delta Region of Nigeria. A quasi-experimental research design was used, and data were collected through a cross-sectional survey using a questionnaire. The Spearman Rank Correlation Coefficient using the Statistical Package for Social Sciences (SPSS) Version 15 was used for data analysis.The findings indicated the existence of a strong positive and statistically significant relationship between leaders’ transformational leadership behaviour and continuance commitment in the Nigerian Oil and Gas industry. Specifically, leaders’idealised influence, inspirational motivation, intellectual stimulation and individualized considerationwere revealed to have a strong positive and statistically significant influence on the employees’ personal sacrifices and low alternatives in the Nigerian Oil and Gas industry. Based on these findings, the study concludes that leaders’ transformational leadership behaviourplays a significant role in enhancing continuance commitment in the Nigerian Oil and Gas industry. Specifically, leaders’ idealised influence, inspirational motivation, intellectual stimulation and individualized consideration play a significant role in enhancing the employees’ personal sacrifices and low alternatives in the Nigerian Oil and Gas industry. Other theoretical and practical implications for enhancingemployees'continuance commitment in the Nigerian workplace are presented.
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References
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Bass, B. M., Steidlmeier, P. (1999). Ethics, character and authentic transformation leadership behavior. The Leadersh. Q. 10: 181-217.
Bass, B.M. & Avolio, B. J. (1993) “Transformational Leadership and Organizational Culture.” Public Administration Quarterly, Vol. 17 (1), p. 112 - 121.
Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications.
Bateman, T. & Strasser, S. (1984). “A Longitudinal Analysis of the Antecedents of Organizational Commitment.” Academy of Management Journal, Vol. 21, 95– 112.
Becker, H. S. (1960). `Notes on the concept of commitment', American Journal of Sociology, 66, 32±40. Becker, T. E. (1992). `Foci and bases of commitment: Are they distinctions worth making?' Academy of Management Journal, 35, 232±244.
Becker, T. E. and Billings, R. S. (1993). `Pro®les of commitment: An empirical test', Journal of Organizational Behavior, 14, 177±190.
Bennis, W.G., & Nannus, B. (1985). Leaders: The Strategies for Taking Charge. New York: Harper & Row.
Chemers, M. (1997) An Integrative theory of Leadership. Lawrence Eribaum Associates Publishers ISBN 97080805826791
D’Souza, Anthony (1995). Leadership. Nairobi: Paulines Publications Africa.
Deluga, R. J. (1992). The relationship of leader-member exchange with laissez faire, transactional, transformational leadership in naval environments. In Clark KE, Clark MB, Campbell DP (Eds), Impact of Leadership, Centre of Creative Leadership. Greensboro, NC pp. 237-47.
Dubinsky, A. J., Yammarino, F. J. Jolson, M., & Spangler, W. D. (1995). Transformational leadership: An initial investigation in sales management. Journal of Personal Selling & Sales Management, 6, 17-31.
Hackett, D. R., Bycio, P. and Hausdorf, P. (1994). `Further assessment of Meyer's and Allen's (1991) three-component model of organizational commitment', Journal of Applied Psychology, 79, 15±23.
Hautala, T. (2005). The effect of subordinates’ personality on appraisals of transformational leadership. Journal of Leadership and Organizational Studies, 11(4), 84-92.
Hayward, Q., Goss M., Tolmay, R. (2004). The relationship between transformational and transactional leadership and employee commitment. Grahamstown: Rhodes University, Business Report.
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Johnson, S.K. & Dipboye, R.L. (2008). Effects of charismatic content and delivery on follower task performance: The moderating role of task charisma conduciveness. Group and Organization Management, 33(1), 77-106.
Kanter, R. M. (1982). The middle manager as innovator. Harvard Business Review 60:95-105.
Kent A, Chelladurai, P. (2001). Perceived transformational Leadership, organizational commitment and citizenship behavior: A case study in intercollegiate athletics. J. Sport Manage. 15 (2): 135-159.
Kraut, A. I. (1970). The Prediction of Employee Turnover by Employee Attitudes. American Psychological Association, Boston, MA.
Krishnan, V. R. (2005). Transformational leadership and outcomes: Role of relationship duration. Leadership Organization Development Journal, 26(6), 442-457.
Krishnan, V. R. (2007). Effect of transformational leadership and leader’s power on follower’s duty-orientation and spirituality. Great Lakes Herald, 1(2), 48-70.
Laurie, J. Mullins. Management and Organizational Behaviour. Ninth Edition.
Lewin K, Lippitt R, White RK (1939). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal Manage. 24(1): 43-73.
Lewin, K., Llippit, R. & White, R. K., (1939). “Patterns of Aggressive Behaviour in Experimentally Created Social Climates”. Journal of Social Psychology, Vol. 10, p 271 – 301.
Lok, P. & Crawford, J. (2004). The effect of organizational culture and leadership on job satisfaction and organizational commitment. The Journal of Management Development, 23(4), 321-338.
McBurney, H. Donald (2001). Research Methods. Wadsworth, A division of Thompson Learning, U.S.A 5th Edition.
McGee, G. W. and Ford, R. C. (1987). `Two (or more) dimensions of organizational commitment: Reexamination of the aective and continuance commitment scales', Journal of Applied Psychology, 72, 638±642.
Meyer, J. P., & Allen, N. J., (1991). “A three Component Conceptualization of Organizational Commitment: some methodological considerations.” Human Resource Management Review, Vol. 1, P. 01 – 98.
Meyer, J. P., & Herscovitch, L., (2001). “Commitment in the workplace: Toward a General Model”. Human Resource Management Review, Vol. 11, p – 229 – 326.
Mowday, R, Porter L. & Dubin, R. (1974) Unit Performance, Situational Factor and employee attitudes.
Mowday, R., Porter, L. & Steers, R., (1979). “The case for directive Leadership”. Academy of Management Executive, Vol. 1 (3), P. 301 – 311.
Newstrom, John W. & Davis, Keith (1993). Organizational Behaviour: Human Behaviour at Work. New York.
Nikandrou, I., Apospori, E. & Papalexandris, N. (2003). Cultural and leadership similarities and variations in the southern part of the European Union. Journal of Leadership and Organizational Studies, 9(3), 61-84.
Nwibere, B. M. (2007). Interactive Relationship among various types of Employee Commitment. A study of selected oil companies in the Niger Delta Region of Nigeria. An unpublished Ph.D Thesis of the FMS University of Port Harcourt.
Nyengan, Milt (2010). The Relationship Between Leadership style and employee Commitment: An exploratory study in an electricity Utility of South Africa.
Schein, E. (1985) Organizational Culture and Leadership. San Francisco: Jossey – Bass.
Schein, E., (1990) “Organizational Culture.” American Psychologist, Vol. 45, P. 109 – 119.
Schein, E., (1992). Organizational Culture and Leadership (2nd ed). San Francisco: Jossey – Bass.
Sheldon, Mary (1971). “Investments and Investments as Mechanisms Producing.
Singh, N., & Krishnan, V. R. (2007). Transformational leadership in India: Development and validating a new scale using grounded theory approach. International Journal of Cross-Cultural Management, 7(2), 219-236.
Sizoo, S., Plank, R., Iskat, W. & Serrie, H. (2005). The effect of intercultural sensitivity on employee performance in cross-cultural service encounters. Journal of Services Marketing, 19(4), 245-255.
Somers, M. J. (1993). `A test of the relationship between aective and continuance commitment using non-recursive models', Journal of Occupational and Organizational Psychology, 66, 185±192.
Steers & Porter (1991). Motivation & work behavior, 5th edition. USA: McGraw Hill.
Steward, G.L. (2006). A meta-analytic review of relationships between team design features and team performance. Journal of Management, 32(1), 29-55.
Tsang, D. (1999). National culture and national competitiveness: A study of the microcomputer component industry. Advances in Competitiveness Research, 7(1), 1-34.
Tuckman, B. W. (1978). Conducting Educational Research. New York: Harcourt Brace Jovanovich, In
Waldman, D. A., Bass, B. M., Einstein, W. O. (1987). Leadership and outcomes of performance appraisal processes. Journal of Occupational Psychology, 60, 177-186.
Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviours in three emerging economies. The International Journal of Human Resource Management, 14(7), 1083-1101.
Walumbwa, F.O., Lawler, J.J., & Avolio, B.J. (2007). Leadership, individual differences, and work-related attitudes: A cross-culture investigation. Applied Psychology: An International Review, 56(2), 212-230.
Yammarino, F. J. & Dubinsky, A. J (1994). Transformational Leadership Theory: Using levels of analysis to determine boundary conditions. Personal Psychology, Vol. 47, P. 787-811.
Zhu, W., Chew, I.K.H., & Spangler, W.D. (2005). CEO transformational leadership and organizational outcomes: The mediating role of human-capital-enhancing human resource management. Leadership Quarterly, 16(1), 39-52.
Allen, N. J., Meyer, J. P. (1990). The measurement and variables associated with affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63: 1 – 18.
Arnold, K. A., Barling, K., Kelloway, E. K. (2001). Transformational leadership or the iron cage: Which predicts trust, commitment and team efficacy? Leadership Organizational Development Journal, 22:315-320.
Baridam, D.M. (2001). Research Methods in Administrative Science. Port Harcourt: Sherbrooke Associate.
Baridam, M., Nwibere, B. M., (2008). Understanding and Managing Organizational Behavior. Port Harcourt: Sherbrooke Associates.
Bass, B. (1985), Leadership & Performance beyond expectation. New York: Free Press.
Bass, B. M. & Avolio, B. J. (1995). The Multifactor Leadership Questionnaire – 5X SHORT FORM. Redwood City, CA: Mind Garden.
Bass, B. M. (1990). Handbook of Leadership: A Survey of Theory and Research. New York, USA: Free Press.
Bass, B. M., Avolio, B. J. (1993). Transformational leadership: A response to critiques. In M. Chemmers., & R. Ayman (Eds), Leadership Theory and Research, Perspective, and Directions. San Diego, CA: Academic Press pp. 49-80.
Bass, B. M., Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. California: Sage.
Bass, B. M., Avolio, B. J. (1997). Full range of leadership development: Manual for the Multi-factor Leadership Questionnaire. California: Mind Garden.
Bass, B. M., Steidlmeier, P. (1999). Ethics, character and authentic transformation leadership behavior. The Leadersh. Q. 10: 181-217.
Bass, B.M. & Avolio, B. J. (1993) “Transformational Leadership and Organizational Culture.” Public Administration Quarterly, Vol. 17 (1), p. 112 - 121.
Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications.
Bateman, T. & Strasser, S. (1984). “A Longitudinal Analysis of the Antecedents of Organizational Commitment.” Academy of Management Journal, Vol. 21, 95– 112.
Becker, H. S. (1960). `Notes on the concept of commitment', American Journal of Sociology, 66, 32±40. Becker, T. E. (1992). `Foci and bases of commitment: Are they distinctions worth making?' Academy of Management Journal, 35, 232±244.
Becker, T. E. and Billings, R. S. (1993). `Pro®les of commitment: An empirical test', Journal of Organizational Behavior, 14, 177±190.
Bennis, W.G., & Nannus, B. (1985). Leaders: The Strategies for Taking Charge. New York: Harper & Row.
Chemers, M. (1997) An Integrative theory of Leadership. Lawrence Eribaum Associates Publishers ISBN 97080805826791
D’Souza, Anthony (1995). Leadership. Nairobi: Paulines Publications Africa.
Deluga, R. J. (1992). The relationship of leader-member exchange with laissez faire, transactional, transformational leadership in naval environments. In Clark KE, Clark MB, Campbell DP (Eds), Impact of Leadership, Centre of Creative Leadership. Greensboro, NC pp. 237-47.
Dubinsky, A. J., Yammarino, F. J. Jolson, M., & Spangler, W. D. (1995). Transformational leadership: An initial investigation in sales management. Journal of Personal Selling & Sales Management, 6, 17-31.
Hackett, D. R., Bycio, P. and Hausdorf, P. (1994). `Further assessment of Meyer's and Allen's (1991) three-component model of organizational commitment', Journal of Applied Psychology, 79, 15±23.
Hautala, T. (2005). The effect of subordinates’ personality on appraisals of transformational leadership. Journal of Leadership and Organizational Studies, 11(4), 84-92.
Hayward, Q., Goss M., Tolmay, R. (2004). The relationship between transformational and transactional leadership and employee commitment. Grahamstown: Rhodes University, Business Report.
Hofstede, G. (1984). Culture’s consequences:International differences in work-related values (Abridged edition). Newbury Park, CA: Sage Publications.
Hofstede, G. (2006). Lokales Denken, Globales Handeln Management. Sage Publications: McGraw–Hill.
Hollander, E. P. (1993). Legitimacy, power and influence: A perspective on relational features of leadership. In M.M. Chemers, & R. Ayman (Eds.), Leadership theory and research: Perspectives and directions. San Diego CA: Academic Press pp. 29-48.
Johnson, S.K. & Dipboye, R.L. (2008). Effects of charismatic content and delivery on follower task performance: The moderating role of task charisma conduciveness. Group and Organization Management, 33(1), 77-106.
Kanter, R. M. (1982). The middle manager as innovator. Harvard Business Review 60:95-105.
Kent A, Chelladurai, P. (2001). Perceived transformational Leadership, organizational commitment and citizenship behavior: A case study in intercollegiate athletics. J. Sport Manage. 15 (2): 135-159.
Kraut, A. I. (1970). The Prediction of Employee Turnover by Employee Attitudes. American Psychological Association, Boston, MA.
Krishnan, V. R. (2005). Transformational leadership and outcomes: Role of relationship duration. Leadership Organization Development Journal, 26(6), 442-457.
Krishnan, V. R. (2007). Effect of transformational leadership and leader’s power on follower’s duty-orientation and spirituality. Great Lakes Herald, 1(2), 48-70.
Laurie, J. Mullins. Management and Organizational Behaviour. Ninth Edition.
Lewin K, Lippitt R, White RK (1939). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal Manage. 24(1): 43-73.
Lewin, K., Llippit, R. & White, R. K., (1939). “Patterns of Aggressive Behaviour in Experimentally Created Social Climates”. Journal of Social Psychology, Vol. 10, p 271 – 301.
Lok, P. & Crawford, J. (2004). The effect of organizational culture and leadership on job satisfaction and organizational commitment. The Journal of Management Development, 23(4), 321-338.
McBurney, H. Donald (2001). Research Methods. Wadsworth, A division of Thompson Learning, U.S.A 5th Edition.
McGee, G. W. and Ford, R. C. (1987). `Two (or more) dimensions of organizational commitment: Reexamination of the aective and continuance commitment scales', Journal of Applied Psychology, 72, 638±642.
Meyer, J. P., & Allen, N. J., (1991). “A three Component Conceptualization of Organizational Commitment: some methodological considerations.” Human Resource Management Review, Vol. 1, P. 01 – 98.
Meyer, J. P., & Herscovitch, L., (2001). “Commitment in the workplace: Toward a General Model”. Human Resource Management Review, Vol. 11, p – 229 – 326.
Mowday, R, Porter L. & Dubin, R. (1974) Unit Performance, Situational Factor and employee attitudes.
Mowday, R., Porter, L. & Steers, R., (1979). “The case for directive Leadership”. Academy of Management Executive, Vol. 1 (3), P. 301 – 311.
Newstrom, John W. & Davis, Keith (1993). Organizational Behaviour: Human Behaviour at Work. New York.
Nikandrou, I., Apospori, E. & Papalexandris, N. (2003). Cultural and leadership similarities and variations in the southern part of the European Union. Journal of Leadership and Organizational Studies, 9(3), 61-84.
Nwibere, B. M. (2007). Interactive Relationship among various types of Employee Commitment. A study of selected oil companies in the Niger Delta Region of Nigeria. An unpublished Ph.D Thesis of the FMS University of Port Harcourt.
Nyengan, Milt (2010). The Relationship Between Leadership style and employee Commitment: An exploratory study in an electricity Utility of South Africa.
Schein, E. (1985) Organizational Culture and Leadership. San Francisco: Jossey – Bass.
Schein, E., (1990) “Organizational Culture.” American Psychologist, Vol. 45, P. 109 – 119.
Schein, E., (1992). Organizational Culture and Leadership (2nd ed). San Francisco: Jossey – Bass.
Sheldon, Mary (1971). “Investments and Investments as Mechanisms Producing.
Singh, N., & Krishnan, V. R. (2007). Transformational leadership in India: Development and validating a new scale using grounded theory approach. International Journal of Cross-Cultural Management, 7(2), 219-236.
Sizoo, S., Plank, R., Iskat, W. & Serrie, H. (2005). The effect of intercultural sensitivity on employee performance in cross-cultural service encounters. Journal of Services Marketing, 19(4), 245-255.
Somers, M. J. (1993). `A test of the relationship between aective and continuance commitment using non-recursive models', Journal of Occupational and Organizational Psychology, 66, 185±192.
Steers & Porter (1991). Motivation & work behavior, 5th edition. USA: McGraw Hill.
Steward, G.L. (2006). A meta-analytic review of relationships between team design features and team performance. Journal of Management, 32(1), 29-55.
Tsang, D. (1999). National culture and national competitiveness: A study of the microcomputer component industry. Advances in Competitiveness Research, 7(1), 1-34.
Tuckman, B. W. (1978). Conducting Educational Research. New York: Harcourt Brace Jovanovich, In
Waldman, D. A., Bass, B. M., Einstein, W. O. (1987). Leadership and outcomes of performance appraisal processes. Journal of Occupational Psychology, 60, 177-186.
Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviours in three emerging economies. The International Journal of Human Resource Management, 14(7), 1083-1101.
Walumbwa, F.O., Lawler, J.J., & Avolio, B.J. (2007). Leadership, individual differences, and work-related attitudes: A cross-culture investigation. Applied Psychology: An International Review, 56(2), 212-230.
Yammarino, F. J. & Dubinsky, A. J (1994). Transformational Leadership Theory: Using levels of analysis to determine boundary conditions. Personal Psychology, Vol. 47, P. 787-811.
Zhu, W., Chew, I.K.H., & Spangler, W.D. (2005). CEO transformational leadership and organizational outcomes: The mediating role of human-capital-enhancing human resource management. Leadership Quarterly, 16(1), 39-52.
Published
2024-05-22
How to Cite
NWIBERE, B. (2024). TRANSFORMATIONAL LEADERSHIP BEHAVIOUR AND CONTINUANCE COMMITMENT IN THE RIVERS STATE CIVIL SERVICE. GPH-International Journal of Educational Research, 4(04), 14-38. https://doi.org/10.5281/zenodo.11243670
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