International Journal of Organizational Leadership

Higher secondary educational institutions are criticized for deteriorating performance. However, rare studies addressed the declining performance because of Inadequate HRM practices, low commitment, and staff incompatibility with emerging technological trends. This study intends to examine the influence of HRM practices on service innovation and organizational commitment and their subsequent effect on the performance of higher secondary educational institutions. The study also aims to examine the mediational role of service innovation and organizational commitment. The study also investigates the inter-relationship of HRM practices, service innovation, organizational commitment, and organizational performance simultaneously in a single model has not been conducted in higher secondary educational institutions of Pakistan. This study is descriptive, deductive, explanatory, and cross-sectional. Data was collected from 372 staff members working in higher secondary educational institutions, and SEM was used for data analysis. The findings signposted that HRM practices have a positive effect on service innovation and organizational commitment. On the other hand, HRM practices did not have a significant direct positive effect on organizational performance. Moreover, service innovation and organizational commitment positively affected performance and fully mediated the relationship between HRM practices and organizational performance. All the proposed hypotheses were supported except H3. This study offers significant guidelines for educational institutions by predicting the influential factors to improve performance. This study of HRM practices to improve the performance of higher secondary educational institutions with mediating role of service innovation and organizational commitment is a unique theoretical contribution. Consideration of service innovation in education is a noteworthy insight into the literature

This study examines the association between employees’ personality, organizational commitment, and perception of their leaders’ behavior and communication quality. Following this leading research scope, a literature review is conducted, describing different models of organizational commitment and its multi-factorial structure. Leadership is discussed within the framework of transformational, transactional, and avoidant leadership. Leadership and personality variables alike are considered potential predictors of organizational commitment, as it is assessed within this study both from the perspective of emotional and behavioral aspects. The empirical research followed a quantitative, correlative approach, utilizing a sample of n = 300 German business professionals from various fields and applying measures of emotional and behavioral commitment, perceived leadership communication quality, perceived leadership style (transformational, transactional, or avoidant), and employee personality were administered using an online survey. The statistical analyses followed a correlational approach to explain the interplay between the aspects of leadership, personality, and organizational commitment. Using multiple stepwise regression analyses, the study was able to show how both emotional and behavioral commitment are predicted by employee personality (conscientiousness for both measures, neuroticism additionally for emotional commitment), by the perception of a transformational leadership style, and by perceived leadership communication quality. Using these variables, a total of around 30% of the overall variance in both measures of organizational commitment could be explained. Thus, the critical function of leadership and leadership communication in organizational commitment may be demonstrated in conjunction with the role of employee personality. Additionally, the measure of emotional and behavioral commitment's criterion validity may be validated.

Organizational commitment is a psychological concept that expresses the feelings of belonging and loyalty. Commitment and leader support can increase job satisfaction, but factors such as economic crises, epidemics, globalization increase socio-economic problems such as unemployment and productivity loss. In this context, leader support such as career development, information sharing, feedback and finding solutions to the problem may cause employees to feel valuable and to make effort. This research shows that a leader-manager is the person who not only maintains the current period but also understands employee behaviors and reactions. As an effect of this research, employees do not see their job as compulsory, but find it meaningful and consequently job satisfaction may increase. The purpose of this research is to examine the mediating effect of leader support in the effect of organizational commitment on job satisfaction. For this purpose, a questionnaire was completed by 126 blue-collar workers (N = 150) in textile company in Istanbul. In the analysis of research data, SPSS 21 statistical software and multiple regression method were used. As a result of the research, the mediating role of leader support in the effect of organizational commitment on job satisfaction has been determined. This research, is based on neo-classical management approach, contributes to the scientific management literature and human resources managers in order to increase the productivity of business and employee in cooperation with leaders and employees.

The aim of this study is to investigate the effect of employee’s psychological empowerment, employee’s job satisfaction, and employee’s organizational commitment on organizational innovation. The study is a kind of descriptive- correlational research that was conducted using a survey. Also, this study is in terms of the objective of the development-applied research. The statistical population of the study included all employees in Refah bank of Kerman city, and 244 employees were selected as the sample. The psychological empowerment, job satisfaction, organizational commitment, and organizational innovation questionnaires were used to collect the data, and descriptive and inferential statistics including structural equation modeling technique were used to analyze the gathered data. The findings confirmed the conceptual model of the study, and also found that employee’s psychological empowerment beyond its direct influence exerts indirect effect on organizational innovation through the mediations of employee’s job satisfaction and organizational commitment and the extent of indirect effect is significantly higher than that of direct one.

The purpose of this study is to identify the extent of manager’s effect on employees’ stress levels, their intention to resign and commitment to the organization. The research is descriptive and correlation analysis has been used. Upon examination of 652 surveys, it becomes clear that managers have direct impact on employees’ various perceptions of the job. This research highlights the importance of correct managerial skills in shaping a positive business environment for employees.

The purpose of the present study was to investigate the mediating role of employee’s organizational commitment on the relationship between organizational culture and organizational performance. This study was descriptive and correlational research that was conducted through the survey method. The study population consisted of all employees in education office of Kerman province and 190 persons were selected as volume of sample by using Cochran’s formula. The data gathering tools were organizational culture, organizational commitment, and organizational performance questionnaires. Descriptive and inferential statistics (structural equation modeling through path analysis) were used to analyze the data. The data was analyzed using SPSS and AMOS softwares. The findings of the research indicated that suggested model had appropriate fit and organizational culture beyond its direct impact exerted indirect impact on organizational performance through the mediation of employee’s organizational commitment that the extent of indirect impact was significantly higher than direct impact. 

The present research was conducted with the aim of exposition of the relationship between managers’ ethical leadership style with teachers’ organizational commitment and burnout. The study was an applied and descriptive research. Statistical population included all teachers of guidance school in district four of Tehran which amounted 744 teachers of which 260 teachers (males=177 and females=83) were selected based on Morgan’s table. Sampling method was stratified random sampling based on their gender. For collecting data, three questionnaires, namely job burnout (Maslach & Jackson,1981), organizational commitment (Allen & Mayer, 1990), and ethical leadership which was developed by the researchers came into use. Reliability of  the three questionnaires were acceptable and for analyzing the obtained data, the statistical methods of Kolmogorov–Smirnov test, Pearson correlation coefficient, and  regression were used. The results showed that the managers’ ethical leadership style had a positive relationship with the teachers’ organizational commitment and a negative relationship with their burnout. Following this, the results of regression analysis indicated that 64.1 percent of the changes in teachers’ organizational commitment and 48.3 percent of the changes in their burnout could be explained by the managers’ ethical leadership style.

Organizational commitment is very important, as it can lead to competitive advantage and financial success and it is considered a key of competitive advantage. Duty commitment is a dimension of organizational commitment and it refers to the employee’s sense of obligation to remain in the organization. In this dimension of commitment, individuals consider their responsibility to continue working in organization and thereby, discharge their duties to organization. An approach to improve duty commitment is job rotation, because an individual will work with interest, the gap between individual objectives and organizational objectives will be narrowed and organizational commitment will be increased. The main subject in this study is to answer the question that how is the relationship between job rotation and duty commitment of employees of Islamic Azad University, district 13? This study is applied and descriptive in terms of objective and is conducted by surveying. The statistical population of this study includes non-academic staff members of Islamic Azad University. Pearson correlation coefficient is used in data analysis and results indicated that there is a significant correlation between job rotation and affective duty commitment.

This study was an attempt to investigate the effect of intellectual capital on organizational commitment of the staff of the Ministry of Economic Affairs and Finance of Kermanshah province, Iran. The statistical population of the Ministry of Economic Affairs and Finance of Kermanshah was 140 people. Using Morgan Table, a sample of 103 personnel was randomly selected from the population. For gathering data, two researcher-made questionnaires of intellectual capital and organizational commitment were used. The validity of the questionnaires was proved by the favorable opinion of the advisor of the research, and the reliability of the questionnaires was tested using Cronbach’s alpha (α). The estimated values of alpha for the questionnaires of intellectual capital and organizational commitment were 0.969 and 0.935, respectively which clearly demonstrated the reliability of the questionnaires. Also the data were analyzed using statistical software of SPSS 15.0 and LISREL. The results of the study demonstrated that there was a significant and positive relationship between intellectual capital and its components (i.e., human capital, structural capital, and customer capital) and organizational commitment. 

This study was designed to measure the effects of job stress on organizational commitment, job satisfaction, and job performance. A total of 170 questionnaires were distributed among auditors in the audit institutions in Tehran and Mashhad. To test the hypotheses, path analysis and structural equation and regression were employed. The results showed that the job stress had a negative effect on organizational  commitment and job satisfaction and there was not a negative correlation between job stress and job performance. Job stress via organizational commitment and job satisfaction affected job performance negatively. Also, job stress had a negative impact on job satisfaction via organizational commitment.

Organizational agility means the ability of every organization in sensation, perception, and prediction of available changes in the business environment. The importance of organizational agility in a competitive environment is nowadays widely recognized and accepted. The aim of this research was to design a unified theoretical model of organizational agility for Ardabil Gas Company based upon the theoretical principles of organizational agility proposed by Goldman (1995). Organizational intelligence, organizational commitment, and organizational trust were considered as mediator variable and other four essential components of organizational agility such as forming of virtual participation valorize to humanistic knowledge and skills, change readiness, and customers answering were known as dependent variables of research. This is an applied, descriptive-correlation research, conducted by survey methodology. In this study, 568 employees, contractors, and subscribers of Ardabil Gas Company were chosen as the statistical population of the study. For the purpose of the study a questionnaire for data collection was used. Using Structural Equation Modeling (SEM), it is straightforward to test hypotheses of the equality of various correlation coefficients with any number of covariates across multiple groups. The gathered data was analyzed by using SPSS and LISREL software packages. The results of statistical analysis indicate that organizational trust has a significant positive relationship with organizational agility and organizational trust is the moderator of the relationship between technology intelligence and organizational agility and the relationship between organizational commitment and organizational agility.

To date, the relationships among organizational culture, transformational leadership and
organizational commitment have been empirically investigated. However, majority of these
studies have been focusing on direct effects of either transformational leadership or
organizational culture on organizational commitment in large organizations. This approach
might not only hinder our understanding on real predictors of organizational commitment but also obscure the presence of spurious relationships. Therefore, this study aims to determine the mediating effect of organizational culture on the relationship between transformational leadership and organizational commitment among small business employees. An explanatory research design was used with cross-sectional survey as data collection technique. Once the composite reliability, construct, and convergent and discriminant validity of the measurement constructs were established, a Partial Least Square Structural Equation Modeling (PLS-SEM) was run to analyze the structural model and the mediating effect of organizational culture. The results showed that organizational culture mediates the effect of transformational leadership on organizational commitment among small business. This study cautions the generalization of findings obtained from large organizations to be extended to small organizations.

Customers perception of service quality presentation is becoming an increasingly important issue in preservation of exclusive strong-tie relationships between organization and customer. The quality of service is assessed according to the customers expectation about the perceived service quality. Due to this, promoting the quality of presented services, with appearance of voluntary and willingly behaviors that are known as Organizational Citizenship Behavior (OCB), provides employees with behaviors in order to go above and beyond the call of duty. This study investigates the features of employees OCB and the relationship of these features with variables, namely occupational self-efficacy, political skills, and organizational commitment. For this end, a questionnaire was distributed among the employees of Ardabil Gas Company. The data analysis revealed that it is important to improve employees OCB, which would result in their remarkable ability in meeting peoples demands and providing high quality services for customers. It can be argued that for improving the organizational commitment and political skills of employees, managers can take steps to create motivation among employees by rewarding and encouraging them to become highly involved in their work.

The aim of the present study is the pathological status of strategic approach to maintenance human resource and organizational commitment with checking the status of mediator variables impact on organizational commitment among organizational support, organizational justice, organizational culture and needs of Excellence. The   research type is descriptive. In order to realize this, Zahedan Municipal employees, up to  2032 were considered as a statistical population,  so  Morgan table has been applied and 234 employees were considered as the statistical sample. In order to gather data, a questionnaire with Cronbach’s Alpha 0.89 has been arranged . For the purpose of data analysis SPSS software, Friedman Test, t-Test and Gap Analysis have been applied. The results showed that the state of organizational support, organizational justice and the strategic approach for maintaining human resources are  faced with injury.