The Effects of Managers Transformational Leadership Style on Employees Organizational Commitment

Aarons, G. (2006). Transformational and transactional leadership: Association with attitudes toward evidence-based practice. Psychiatric Services, 57(8), 1162.
Antonakis, J., Avolio, B., & Sivasubramaniam, N. (2003). Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire* 1. The Leadership Quarterly, 14(3), pp. 261-295.
Avolio, B., 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 Behavior, 25(8), pp. 951-968.
Babaita, C., Sipos, G., Ispas, A. N. (2010). Leadership style and culture for innovationin hotel industry, Proceedings of the 5th WSEAS International Conference on Economy and Management Transformation (Volume II).
Bass, B. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), pp. 19-31.
Bass, B. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), pp. 9-32.
Bass, B., & Avolio, B. (2005). Multifactor Leadership Questionnaire Feedback Report, Published by Mind Garden, Inc. www.mindgarden.com.
Bass, B., Avolio, B., Jung, D., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), pp. 207-217.
Bateman, T., & Strasser, S. (1984). A longitudinal analysis of the antecedents of organizational commitment. Academy of Management Journal, 27(1), pp. 95-112.
Bennett, T. (2009). A study of the management leadership style preferred by it subordinates. Journal of Organizational Culture, Communications and Conflict, 13(2), p. 1.
Bono, J., & Judge, T. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. The Academy of Management Journal, 46(5), pp. 554-571.
Burns, J. M. (1978). Leadership. New York: Harper.
Carlton, S. (2009). Leadership Assessment: A Tool for Developing Future Hospitality Leaders. Theses/Dissertations/ Professional Papers/Capstones. Paper 435, Universitt of Nevada, Las Vegas.
Casal, J. (1996). Shoot for the'stars'. Hospitals should hire worker types most likely to satisfy patients. Journal of health care marketing, 16(2), pp. 22-26.
Clark, R., Hartline, M., & Jones, K. (2009). The effects of leadership style on hotel employees' commitment to service quality. Cornell Hospitality Quarterly, 50(2), p. 209.
Dvir, T., Eden, D., Avolio, B., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: a field experiment. Academy of Management Journal, 45, pp. 735–744.
Emery, C., & Barker, K. (2007). The effect of transactional and transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel. Journal of Organizational Culture, Communication and Conflict, 11(1), p. 77.
Erkutlu, H. (2008). The impact of transformational leadership on organizational and leadership effectiveness The Turkish case. Journal of Management Development, 27(7), pp. 708-726.
Geijsel, F., Sleegers, P., Leithwood, K., & Jantzi, D. (2003). Transformational leadership effects on teachers’ commitment and effort toward school reform. Journal of Educational Administration, 41(3), pp. 228-256.
Howell, J. M., & Hall-Merenda, K. E. (1999). The ties that bind: the impact of leader–member exchange,transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84, pp. 680–694.
Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core characteristic components on performance and attitudes. Journal of Applied Psychology, 81, pp. 36–51.
Leach, L. (2005). Nurse executive transformational leadership and organizational commitment. Journal of Nursing Administration, 35(5), p. 228.
Lim, E., & Boger, E. (2005). Management requires leadership. Consortium Journal of Hospitality & Tourism, 9(1), pp. 59–66.
Limsila, K., & Ogunlana, S. (2008). Performance and leadership outcome correlates of leadership styles and subordinate commitment. Engineering, construction and architectural management, 15(2), pp. 164-184.
Lok, P., & Crawford, J. (1999). The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development. Leadership & Organization Development Journal, 20(7), pp. 365-374.
Loke, C. (2001). Leadership behaviours: effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9(4), pp. 191-204.
Lowe, K., & Kroeck, K. (1996). & Sivasubramaniam N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ. literature. Leadership Quarterly, 7(3), pp. 385-425.
Masry, S. E., Kattara, H., & Demerdash, J. E. (2004). A Comparative Study on Leadership Styles Adopted by General Managers: A Case Study in Egypt. Anatolia: An International Journal of Tourism and Hospitality Research, 15(2), pp. 109-124.
Mathieu, J., & Zajac, D. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological bulletin, 108(2), pp. 171-194.
Mowday, R., Steers, R., & Porter, L. (1979). The measurement of organizational commitment* 1. Journal of vocational behavior, 14(2), pp. 224-247.
Nguni, S., Sleegers, P., & Denessen, E. (2006). Transformational and transactional leadership effects on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior in primary schools: The Tanzanian case. School Effectiveness and School Improvement, 17(2), pp. 145-177.
Nicholls, J. (1988). Leadership in organisations: meta, macro and micro. European Management Journal, 6(1), pp. 16-25.
Panopoulos, F. (1999). Gender differences in transformational leadership among the field leaders of New South Wales Police students. Emmanuel College, University of Queensland, pp. 7-9.
Tracey, J., & Hinkin, T. (1994). Transformational leaders in the hospitality industry. The Cornell Hotel and Restaurant Administration Quarterly, 35(2), pp. 18-24.
Walumbwa, F., & Lawler, 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), pp. 1083-1101.

In-Text Citation: (Kara, 2012)
To Cite this Article: Kara, D. (2012). The Effects of Managers Transformational Leadership Style on Employees Organizational Commitment. International Journal of Academic Research in Accounting Finance and Management Sciences, 2(1), 18–28.

Copyright: © 2021 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode