Open AccessLeadership Styles and Organizational Commitment: A Study on Higher Secondary Schools in Uttar Pradesh
Author(s) -
Km. Anshu,
Pushpendra Rao Upadhyay
Publication year - 2017
Publication title -
international journal of indian psychology
Language(s) - English
Resource type - Journals
eISSN - 2349-3429
pISSN - 2348-5396
DOI - 10.25215/0403.011
Subject(s) - transformational leadership , transactional leadership , leadership style , psychology , conceptualization , organizational commitment , shared leadership , social psychology , mathematics education , management , pedagogy , computer science , artificial intelligence , economics
Leadership style is known to be an important perquisite for establishing commitment in different organizations. The intention of this paper is to propose a conceptualization of relationship between leadership style and organizational commitment. This proposed relationship is driven by general research question, do specific psychological construct teachers organizational commitment relate to the transformational leadership style and transactional leadership style of principal. In order to fulfill the objective of study, multifactor leadership style questionnaire (MLQ-5X Short) developed by Bass and Avolio and Indian adaptation by Dr. Surendra nath Dubey and teacher’s organizational commitment inventory (TCI-GN) constructed by Noorjahan N. ganihar was utilize to collect the data from randomly chosen sample of 240 teachers from the various higher secondary schools situated at western geographical part of Uttar-Pradesh. The collected data was subjected to reliability test and multiple regression analysis using SPSS version 21.0. The research found that the principals’ participated in the study was higher on transformational leadership style comparative to transactional leadership style. The results also suggests that teachers who are working under the principals possessing either transformational or transactional leadership style tend to rate themselves as committed to organization. However, teachers’ working under transformational principal rate themselves as higher satisfied with job comparative to principals possessing transactional leadership style.