The Causal Relationships among Transformational Leadership, Organizational Commitment, and Employee Effectiveness

Abstract

This study investigates the structural relationships among transformational leadership practices, organizational commitment, and employee effectiveness. Path analysis was used to understand the direct and indirect effects of four transformational leadership components, three organizational commitment types, and two employee effectiveness types. The results indicated that transformational leadership, especially as regards idealization influence and inspiration motivation components, directly enhances employees' extra-role behaviors and indirectly enhance employees' desire to stay in an organization through internalization, identification, and exchange organization commitments.