Leadership Styles, Organizational Politics and Employees` Commitment in Selected Public and Private Organizations in Lagos State, Nigeria

Ik Muo, Adebiyi J. Abosede, Jonathan Ehimen Ekpudu, Bilqis Bolanle Amole

Abstract


The study examined leadership styles, organizational politics and employee’s commitment using selected private and public organizations in Lagos state as case studies. To achieve its objectives, it probed the direct relationship that exists between organizational politics and the leadership styles used in both private and public organization and as well as the extent to which employees’ commitment depends on leadership styles and organizational politics in both private and public organization. A descriptive survey was employed using a sample size of 112 respondents. The main research instrument used was questionnaire. Data collected were analyzed using frequency and percentages; while a one-way ANOVA and regression statistical analyses were used to test the study’s hypotheses. Results from the hypotheses tested revealed a major arithmetical relationship between leadership styles and employees’ commitment; also between organizational politics and employees’ commitment in both public and private organizations in Lagos state, in addition that organizational politics and leadership styles used in both public and private organization have significant difference in their respective abilities to entrust employees’ commitment. The study concluded that there is a positive relationship between leadership styles and the level of employees’ commitment in both private and public organization and that a positive relationship also exists between organizational politics and the level of employees’ commitment in both public and private organization in Lagos State. The study therefore recommended that the management should embrace situational leadership approach to attract employees’ commitment and that they should employ workers who have potential to adjust and adapt to their organizational and political culture.

 

Key words: Organizational politics; Employee commitment; Leadership styles; Affective commitment.


References


Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72(4), 441-462.

Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behaviour, 25(8), 951-968.

Avolio, B.J., & Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational psychology, 72, 441-462.

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.

Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organization Psychology, 8(1), 9-32.

Bass, B.M. (1985). Leadership and performance beyond expectation. New York: The Free Press.

Bass, B.M., & Avolio, B.J. (1993) Transformational leadership and organizational culture. Public Administration Quarterly, 17(1), 112-117.

Bass, B.M., & Avolio, B.J. (1994) Improving organizational effectiveness through transformational leadership. Newbury Park, CA: Sage.

Brandon, R., & Seldman, M. (2004). Survival of the savvy: High-integrity political tactics for career and company success. New York: Free Press.

Burns, J.M. (1978). Leadership. New York: Harper & Row.

Cacciattolo, K. (2014). Defining organizational politics. European Scientific Journal, 10(10), 238-246.

Cheong, J. O., & Kim, C. (2018). Determinants of performance in government: Focusing on the Effect of organizational politics and conflicts in organizations. International Journal of Public Administration, 41(7), 535-547.

Dale, K., & Fox, M. L. (2008) Leadership style and organizational commitment: Mediating effect of role stress. Journal of Managerial Issues, 20(1), 109-130.

Dunn, M., Dastoor, B., & Sims, R. (2012). Transformational leadership and organizational commitment: A cross-cultural perspective. Journal of Multidisciplinary Research, 4(1), 45-60.

Ebikeseye, B., & Dickson, R. S. (2018). Employee commitment to work as an ingredient for service delivery of selected firms in Bayelsa State. IIARD International Journal of Economics and Business Management, 4(1), 80-92

Emery, C. R., & Barker, K. J. (2007). The effect of transactional and transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel. Journal of Organizational Culture, Communications and Conflict, 11(1), 77-90.

Hochwarter, W. A., Witt, L. A., & Kacmar, K. M. (2000). Perceptions of organizational politics as a moderator of the relationship between conscientiousness and job performance. Journal of Applied Psychology, 85, 472–478

Jarrett, M. (2017). The 4 types of organizational politics. Harvard Business Review. Retrieved from: https://hbr.org/2017/04/the-4-types-of-organizational-politics. Accessed on 14/08/ 2018

Joo, B., Yoon, H., & Jeung, C. (2012). The effects of core self-evaluations and transformational leadership on organizational commitment. Leadership and Organizational Development Journal, 33, 564-582.

Kaplan, M., & Kaplan, A. (2018). The relationship between organizational commitment and work performance: A case of industrial enterprises. Journal of Economic and Social Development, 5(1), 46-50

Limsila, K., & Ogunlana, O. (2007). Performance and leadership outcome: correlates of leadership styles and subordinate commitment. Engineering, Construction and Architectural Management Journal, 15(20), 164-184.

Meyer, J.P., & Allen, N.J. (1990). Links between work experiences and organizational commitment during the first year of employment: A longitudinal analysis. Journal of Occupational Psychology, 61,195-209.

Meyer, J.P., & Allen, N.J. (1991). A three-component conceptualisation of organizational commitment. Human Resource Management Review, 1, 61-89.

Meyer, J.P., & Allen, N.J. (1997). Commitment in the work place. London: SAGE Publications.

Mkheimer, I. (2018). The impact of leadership styles on business success: A Case Study on SMEs in Amman. Arabian Journal of Business Management Review, 8(343), 2.

Muo, Ik. & Oghojafor, B.E.A (2012). The scope and patterns of organizational politics in

Nigeria. International Journal of Business Administration, 3(3), 49-58.

Muo, Ik(2015). Change management practices and challenges in selected banks in Nigeria. Unpublished PhD Theses, University of Lagos.

Özen, F. (2018). On the intermediary effect of organizational policy: The effect of perceived ethical climate on corruption behavior of teachers. Journal of Education and Training Studies, 6(8), 52-65.

Pfeffer, J. (1981). Power in organizations. Boston, MA: Pitman.

Pfeffer, J. (1981). Understanding the role of power in decision making. Power in organizations, 404-423.

Pfeffer, J. (1993). Barriers to the advance of organizational science: Paradigm development as a dependent variable. Academy of management review, 18(4), 599-620.

Pfeffer, J. (1997). New directions for organization theory: Problems and prospects. Oxford: Oxford University Press.

Pfeffer, J., & Salancik, G. R. (1974). Organizational decision making as a political process: The case of a university budget. Administrative Science Quarterly, 135-151.

Rehman, S., Shareef, A., Mahmood, A., & Ishaque, A. (2012). Perceived leadership styles and organizational commitment. Interdisciplinary Journal of Contemporary Research in Business, 4(1), 616-626.

Sun, Y.W. & Xia, H.S. (2018). Research on perceptions of organizational politics and its influence on employee silence. Open Journal of Business and Management, 6, 250-264

Turner, J.R., & Muller, R. (2005). The project manager’s leadership style as a success factor on projects. A literature review. Project Management Journal, 36(2), 49-61.

Yiing, H. L., & Ahmad, Z. K. (2009). The moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance. Leadership & Organization Development Journal, 30(1), 53-86.


Refbacks

  • There are currently no refbacks.