Unveiling the Nexus: Leadership Styles and Employee Commitment in a Collegiate Institution

Description

Page: 1230-1239

Nthabiseng Maidi and Wiza Munyeka (Department of Human Resource Management, Durban University of Technology, Durban, South Africa)

To explore the correlation between leadership styles and employee commitment within a university setting by adopting a conceptual framework encompassing leadership styles and employee commitment types, this study is based on the premise that examining leadership and commitment within a university context has significant implications for academic institutions, broader educational settings, and organisational contexts. Leadership styles influence employee commitment, which in turn impacts organisational success, student engagement, faculty and staff development, and evidence-based decision-making. This paper seeks to open a dialogue with university administrators, policymakers, and scholars in leadership and organisational behaviour. A quantitative approach was employed using a self-administered questionnaire to collect data from 103 participants, selected through stratified sampling. The questionnaire consisted of A 10-item leadership styles questionnaire, assessing leadership practices and their outcomes. A 12-item employee commitment questionnaire, examining perceptions, relationships, and reasons for organisational retention. Data was analysed using SPSS version 26. Findings revealed a significant positive relationship between leadership styles and employee commitment, indicating that leadership practices influence employees’ level of commitment. Leadership styles play a crucial role in shaping employee commitment. To achieve the university’s vision and mission objectives, it is essential to cultivate proper leadership and management skills within the institution.