LEADERSHIP ORIENTATION AND ORGANISATIONAL COMMITMENT OF EMPLOYEES OF DEPOSIT MONEY BANKS IN PORT HARCOURT, RIVERS STATE
Department of Management, University of Port Harcourt, Nigeria.
Changes and disruptive innovations characterize the workplace in the twenty-first century, exposing the workplace to low employee commitment. As a result, the link between leadership orientation and organizational commitment of employees of deposit money banks in Port Harcourt is investigated in this study. The population of the study included 467 workers from 13 selected branches of the analysed banks, and the study used a cross-sectional survey approach. The census study was also used in the research. A modified 4-scaled Likert-type questionnaire was used to collect data. Spearman’s rank order and partial correlation coefficients were used to analyse the data. The findings reveal that leadership style (transactional (TRL) vs. laissez-faire (LFL)) has a strong relationship with organizational commitment indicators (affective (AC) and normative (NC)). The study shows that leadership orientation is a strong predictor of deposit money bank staff commitment. As a result, the study suggests that leaders and managers of organizations seeking strong employee commitment should respond to concerns impacting employees quickly and fairly. Employees will feel “emotionally linked” to their organisation as a result of this, and companies that want highly dedicated employees should establish an environment that supports strong leadership skills.
Key Words: Affective, Leadership Orientation, Laissez Faire Leadership, Normative, Organisation Commitment, Transactional Leadership.
James Omadachi (2021). Leadership Orientation and Organisational Commitment of Employees of Deposit Money Banks in Port Harcourt, Rivers State. Research Journal of Management Practice, 1(12), pp61-76. Available online at: https://www.ijaar.org/articles/rjmp/v1n12/rjmp-v1n12-Dec21-p11213.pdf.