Public servants’ perception of leadership style and its impact on organizational commitment

  • Received July 9, 2020;
    Accepted December 1, 2020;
    Published December 16, 2020
  • Author(s)
    Bissane Harb
    ORCID ,
    Boutheina Hachem
    ORCID ,
    Hassan Hamdan
    ORCID
  • DOI
    http://dx.doi.org/10.21511/ppm.18(4).2020.26
  • Article Info
    Volume 18 2020, Issue #4, pp. 319-333
  • TO CITE АНОТАЦІЯ
  • Cited by
    4 articles
  • 1345 Views
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This work is licensed under a Creative Commons Attribution 4.0 International License

Lebanon is facing an unprecedented political and economic crisis. Consequently, the country now urgently needs more than ever committed public managers, more involved and more effective in their work responsibilities to enhance public sector performance and reduce the consequences of the crisis. Little research has been done on the role of leadership in promoting organizational commitment in the public sector in Lebanon. Thus, referring to the leadership full range theory, this study aims to investigate the association between leadership styles and organizational commitment with the mediating role of Leader-member exchange (LMX). It further aims to examine the relationships between gender, leadership style, LMX and organizational commitment in the Lebanese public context.
Data were collected via an online survey on a sample composed of 132 middle managers working in six public administrations in Lebanon. Linear and multiple regression analyses were carried out to test the direct and indirect effect of leadership styles on organizational commitment. The results indicated that both two styles of Bass are positively correlated with organizational commitment. The results also revealed a significant relationship between public servant gender and the quality of his relationship with the leader. Moreover, results showed that LMX doesn’t mediate the relationship between transformational leadership and organizational commitment, although it partially mediates the relationship between transactional leadership and organizational commitment. This study contributes to understanding of the mechanisms of developing organizational commitment through leadership styles. It also has implications for public service recruitment and training policies.

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    • Table 1. Demographics variables
    • Table 2. Means and standard deviations
    • Table3. Inter-correlations between study variables
    • Table 4. Correlations between transformational leadership, transactional leadership, LMX and OC
    • Table 5. Comparison between women and men’s perceptions about leadership, LMX and organizational commitment
    • Table 6. Unstandardized coefficients for research models
    • Table 7. Model summary
    • Table 8. Regression results between the dimensions of leadership style and organizational commitment
    • Table 9. Mediator effect of LMX between transformational leadership and OC
    • Table 10. Mediator effect of LMX between transactional leadership and OC
    • Conceptualization
      Bissane Harb
    • Data curation
      Bissane Harb
    • Formal Analysis
      Bissane Harb
    • Funding acquisition
      Bissane Harb, Boutheina Hachem
    • Methodology
      Bissane Harb, Boutheina Hachem, Hassan Hamdan
    • Project administration
      Bissane Harb
    • Resources
      Bissane Harb, Boutheina Hachem, Hassan Hamdan
    • Software
      Bissane Harb
    • Supervision
      Bissane Harb
    • Validation
      Bissane Harb
    • Visualization
      Bissane Harb
    • Writing – original draft
      Bissane Harb
    • Writing – review & editing
      Bissane Harb
    • Investigation
      Boutheina Hachem, Hassan Hamdan
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