Alina Timofejevaitė

Type of the article: Research Article

Abstract
The healthcare sector in Lithuania faces high employee turnover, burnout, and low organizational commitment, which are often exacerbated by ineffective leadership. This study aimed to assess the influence of managerial leadership styles on employees’ organizational commitment in the Lithuanian healthcare sector. A quantitative survey was conducted among 422 healthcare professionals using the Multifactor Leadership Questionnaire (MLQ), the primary measurement tool of the Full Range Leadership Model developed by Avolio and Bass, and Meyer and Allen’s Organizational Commitment Questionnaire. The results revealed that laissez-faire leadership was the dominant style, followed by transactional and transformational styles. Organizational commitment among employees was generally below average, with affective commitment being the most prominent dimension. Correlation and regression analyses revealed that all three leadership styles were positively associated with organizational commitment; however, the strongest predictive effect was found for transformational leadership, while laissez-faire leadership also demonstrated a statistically significant positive influence, particularly on affective commitment. This finding diverges from conventional expectations within the Full Range Leadership Model and is interpreted as context-specific. The impact of transactional leadership was positive but not statistically significant. These findings suggest that in a context where professionals are highly autonomous and qualified, leadership that fosters independence can enhance emotional commitment. However, overreliance on passive leadership may risk long-term engagement. The study emphasizes the importance of adopting a balanced and context-sensitive approach to leadership in healthcare institutions.