Journal of Economics and Administrative Sciences P-ISSN 2518-5764

2024; 30(140), pp. 327-342 E-ISSN 2227-703X

Journal of Economics and Administrative

Sciences (JEAS)
Available online at http://jeasiq.uobaghdad.edu.iq
DOI: https://doi.org/10.33095/77kt9c02

An Investigation into the Relationship between Transformational

Leadership Style and Organizational Commitment in a College of
Administration and Economics: An Empirical Research
Maryam Fakhrulddin Mahmood*
Department of Public Administration
University of Baghdad / College of
Administration and Economics,
Baghdad, Iraq.
maryam.morad1204@coadec.uobaghdad.edu.iq
*Corresponding author

Received:29/12/2023 Accepted:30/1/2024 Published Online First: 30 /4/ 2024

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0
International (CC BY-NC 4.0)

Abstract:
The current research aims to demonstrate the relationship and impact between
transformational leadership and its dimensions (Idealized Influence Behaviour, Idealized
Influence Attributed, Intellectual Stimulation, Inspiring Motivation, and Individual
Consideration) on organizational commitment and its dimensions (continuous organizational
commitment, emotional organizational commitment, and normative organizational commitment)
at the College of Administration and Economics. Descriptive-analytical approach used to
achieve the core object of the research. The research adopted the questionnaire as the core tool
for this purpose. A research sample included various administrative levels (director, chief
inspector, supervisor, and assistant supervisor). The questionnaire distributed randomly, and 70
valid questionnaires collected for statistical analysis. The research adapted a set of statistical
methods such as arithmetic mean, coefficient of variation, standard deviation, and simple
regression coefficient by the statistical program (SPSS V26) to analyze data and test hypotheses.
The research reached a set of essential results, the most important of which was that
transformational leadership is the main factor for building an organization's culture to achieve
growth and success and motivate individuals.

Paper type: Research paper

Keywords: Transformational leadership, Organizational commitment.

723
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

1. Introduction:
Recently, the business environment has become unable to face rapid environmental changes.
This phenomenon created the need to adopt a capable leadership style to face these changes,
such as the transformational leadership style instead of traditional leadership styles (Alalak and
Raheemah, 2023). This type of modern leadership aims to motivate and inspire employees so
that organizations can face changes and overcome unexpected environmental obstacles and
challenges.
Organizational commitment is the main element in the existence and survival of the
organization in a competitive work environment: (Mohammed and Mohammed, 2021). Without
motivating and inspiring human resources, organizations will be unable to perform tasks and
fall out of the field of competition. The commitment of individuals, organizational loyalty, trust,
and sincerity in work will be descended. Previous elements will lead the organizations to achieve
their goals and reach organizational success efficiently and effectively . That confirms that one
of the most crucial characteristics of the transformational leadership style is employing
intellectual, scientific, and behavioral capabilities c oeocne otcompetitive organizations.
Furthermore, this research applied to the most vital sector, higher education, which is
responsible for the improvement and development of society in general. Simultaneously, this
sector affects the improvement of other sectors.
Some previous studies that discussed transformational leadership:
Lai et al. (2020) studied the role of transformational Leadership on Job Performance:
The Mediating Role of Work Engagement). The objective of the current study is to determine
the impact of transformational leadership on organizational performance by arousing and
motivating individuals. The research hypotheses tested on a sample of 507 nurses, working in 44
teams. The results showed that individuals’ participation in work depends on the strength of the
positive relationship between transformational leadership and job performance.
Purwanto et al. (2021) discussed the effect of transformational leadership, job
satisfaction, and organizational commitments on organizational citizenship behavior. The
research aims to determine the impact of transformational leadership, organizational
commitment, and job satisfaction on the organizational citizenship behavior of the management
in the Panten province in China. The sample of this research was selected randomly. The total
sample was 220 managers. The study used multiple regression analysis. The findings showed
that transformational leadership has a positive and significant impact on organizational
citizenship behavior and job satisfaction, and organizational commitment has a positive and
significant impact on organizational citizenship behavior.
Mach et al. (2022) examined how team cohesion, a result of transformational leadership,
influences team performance. It also examines how leadership consensus and prior team
performance influence this relationship. The sample was 690 professional athletes from 59 elite
teams in Spain's major team sports leagues made up the sample. The results indicate that team
cohesion plays a mediating role in the indirect relationship between transformational leadership
and objective team performance, with the indirect effect being more pronounced at higher levels
of prior success.
Finally, Lingga (2023) examined the role of transformational leadership style and
compensation on the performance of the Employees by job satisfaction. The study aims to
identify the impact of transformational leadership and compensation on employee performance
through job satisfaction. A sample selected by the random sampling method, 92 respondents.
The study used multiple linear regression to analyze the data. The results showed that
transformational leadership impacts employee performance through job satisfaction.

723
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

Some studies that discussed organizational commitment:

Jangsiriwattana and Tulwatana (2019) investigated the validation of the organizational
commitment measurement scale: A cross-cultural application in the aviation sector in Thailand.
The study aimed to evaluate the psychometric characteristics of Thais to measure the level of
organizational commitment. The questionnaire was the main instrument to collect data. The
most important result was a scale that can apply to measure the level of organizational
commitment in aviation organizations.
Haque et al. (2019) provided this study developed a conceptual model that examines the
relationship between turnover and inclusive leadership as it mediated by organizational
commitment and follower-leader goal congruence. The descriptive analysis used in this
investigation. Data gathered from a sample of 322 front-line staff working in several Pakistani
banks through a survey questionnaire. Testing of the hypotheses used the structural equation
modeling (SEM) technique. Results: The study's conclusions demonstrate that inclusive
leadership positively affects goal congruence between followers and leaders and positively
affects organizational commitment.

Pratama et al. (2022) studied the effect of job satisfaction and organizational
commitment on turnover intention with person-organization fit as the moderator variable. The
main goal was to examine and analyze the impact of job satisfaction and organizational
commitment to achieve job turnover. The questionnaire was a core tool to collect data. The
research used statistical, multiple linear regression, and moderate regression analysis. The study
found that job satisfaction and organizational commitment partially affect employee turnover.
Amin (2022) discussed organizational commitment and competence on job satisfaction
and lecturer performance: social learning theory approach. The research aimed to measure
employees' performance in completing work and organizational commitment. An online survey
utilized to collect data. The results showed that organizational commitment has a positive impact
and significance on achieving job satisfaction.
Some discussed (both transformational leadership and organizational commitment),
including:
Thamrin (2012) investigated the influence of transformational leadership and
organizational commitment on job satisfaction and employee performance. The study analyzes
the impact of transformational leadership and organizational commitment on job satisfaction and
employee performance. The respondents of this study are the 105 employees working for at least
five years at shipping companies in Jakarta, Indonesia. The data analysis technique used in this
study is the Structural Equation Model(SEM). The results show that:- transformational
leadership has a positive significant influence on organizational commitment.
Keskes et al. (2018) examined how Transformational leadership and organizational
commitment: Mediating role of leader-member exchange " a present study aims to propose and
test three models to observe the mechanisms through which dimensions of transformational
leadership influence different forms of organizational commitment by testing the possible
mediating role of leader-member-exchange (LMX) dimensions Participants in this study are 427
senior executive French employees with a university degree and minimum two years of work
experience in their current organization. Relationships among variables were analyzed using
structural equation modeling. Results indicate that dimensions of LMX mediated the
relationships between the dimensions of transformational leadership and organizational
commitment.

723
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

In summary, the previous studies discussed above benefited from this research in several
aspects. Initially, the essential contribution to the current study is building the theoretical
framework for the research. It also enabled the researchers to access many scientific sources
related to the research variables, such as scientific books, research, master's theses, or doctoral
dissertations that are important for the current research. In addition, benefiting from the
standards used in previous research, whether related to the variable of leadership styles
(transformational and transactional) or organizational loyalty. In a way that is consistent with
what the research subject refers to, some modifications made by the researcher to appropriately
fit the Iraqi environment. Finally, these studies contributed to identifying the sub-dimensions
that make up each variable of the current research.
The current research problem revolves around exploring the extent to which top
executives in research institutions adopt a transformational leadership style in the College of
Management and Economics. The research also focuses on determining the best leadership style
to guide the institution and pay more attention to improving organizational commitment within
the college due to variations in adopted leadership styles.
The research aims to identify the challenges facing the College of Management and
Economics by assessing the level of organizational commitment and determining the current
leadership styles. The research enhanced by confirming the effectiveness of adopting the
transformational leadership style. The study aims to guide the college in improving
organizational commitment through developing transformational leadership practices,
ultimately achieving better results in the future.
2. Materials and Methods:
the researchers used the distributive approach to accurately diagnose the issue with the
research in all social phenomena. Additionally, it makes it easier to conduct a logical
examination of the phenomenon using the information and data that have evaluated to arrive at
the facts. As a consequence, using the social statistical packages software (SPSS. V.26), used in
these investigations, the research employed some significant descriptive and inferential
statistical methods, including the Cronbach coefficient, the arithmetic mean, the standard
deviation, the coefficient of variation, and simple regression coefficients.
2.1. The Hypotheses of the Research:
This research has two main hypotheses:
The first one: There is no statistically significant relation between transformational leadership
style as the independent variable and organizational commitment as the dependent variable.
The second one: There is no statistically significant effect of transformational leadership style as
the independent variable on organizational commitment as the dependent variable.
2.2. The Research Population and Sample:
The population was the College of Administration and Economics. The research adopted
the random sampling method in selecting the research sample. The questionnaire was the main
instrument and distributed to 74 individuals at the College of Administration and Economics.
Thus, 70 questionnaires were valid out of 74 for statistical analysis because four were damaged
while transcribing the questionnaires.
2.3. The hypothetical outline of the research:
The hypothetical outline of the research illustrates the nature of the relation between the
variables . Also, it displays the impact of the independent variable (transformational leadership
style) and its dimensions which are idealized influence behaviour, inspiring motivation,
individual consideration, intellectual stimulation, and idealized influence attributed to the
dependent variable (organizational commitment) and its dimensions which are affective
organizational commitment, continuance organizational commitment normative organizational
commitment. As shown in Figure 1.

773
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

Transformational leadership Organizational commitment

Idealized Influence Behaviour

Inspiring Motivation Affective Organizational Commitment
Individual Consideration Continuance Organizational Commitment
Intellectual Stimulation Normative Organizational Commitment
Idealized Influence Attributed
Relation

Impact

Figure1: The hypothesis outline of the research paper

Source: prepared by the researchers based on the regulatory literature for the two variables

2.4. Transformational Leadership and its Dimensions:

Recently, environmental changes have prompted organizations to be alert and prepared to
achieve their goals. This forced organizations to shift from one strategy to another in a way that
outperforms and overcomes competitors (Abu-Nahel et al., 2020). This strategy adopted the
leadership style that is the essence of the administrative process to achieve more effective
management in light of environmental challenges (Sabry and Mohammed, 2023). Most
successful organizations have adopted the transformational leadership style because it inspires
and motivates workers to accomplish their tasks and achieve their demands. One of the reasons
for adopting this style is that transformational leaders focus on the organization's culture,
promoting creative behavior, self-rehabilitation in terms of strategic planning, and helping
individuals provide a product of quality and value (Skeibrok and Svensson, 2016; Sha’alan and
Saaed, 2023). That means that the transformational style is the main engine for directing the
organization towards the right direction (Chukwuemeka and Daniel Olatayo, 2021). Also, the
transformational leadership style has the personality and power to influence individuals and
think about an organization's future to achieve goals, unlike traditional leaders who achieve
routine goals (Lai, 2020). Accordingly, the researcher can define transformational leadership as
the leader's ability to communicate the organization's message and future vision to followers and
demonstrate ethical values and behaviors between both parties to achieve organizational goals
(Murphy, 2005). In short, the transformational leadership style has five essential dimensions are
idealized influence behaviour, inspiring motivation, individual consideration, intellectual
stimulation, and idealized influence attributed (Sun et al.,2014; O’Reilly and Chatman,2020), as
follows:

773
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

2.4.1. Idealized Influence Behaviour:

The ideal influence is called the chrismatism of the leader’s behavior. This behavior
embodies the behavior of the typical leader by building an exceptional image among the
followers as patterns or symbols of the role or position they occupy (Al-Mahdi, 2021). It is an
example of morals, values, principles, and the leaders’ ability and ability to achieve goals (Du
and Yan, 2022). The leader practices behaviors that make them a role model for the followers
through their commitment to sound moral and ethical principles and avoiding deviations and
functional errors (Saeed and Abd, 2019). Moreover, the ideal influence is the extent to which the
leader motivates his subordinates to work as a team and encourages them to build confidence
among themselves and between themselves and the leader (Mohammed, 2023), as well as their
ability to perform tasks successfully and reach goals (Dogan and Higgins, 2023).

2.4.2. Inspiring Motivation:

By offering novel solutions to the issues and circumstances they encounter, leaders
encourage their followers to be imaginative and innovative (Al-Mahdi and O'Neill, 2017). To
foster the ecosystem, leaders also assign their subordinates specific duties and responsibilities
that align with their skills, competencies, and work standards (Donald and Polden, 2012).
Furthermore, leaders assist their followers in reevaluating key assumptions by posing some
questions (Parka and Pierceb, 2020). In addition, they employ a multidisciplinary approach to
identify the optimal solution (Sutrisno, 2021).

2.4.3. Individual Consideration:

The leaders in this subscale can act in ways that inspire their subordinates to work harder
and intelligent, both individually and collectively (Al-Tamimi and Jassim, 2023). It means the
leader's attention to his subordinates to determine their needs and desires, meet them, and
consider individual differences. (Al-Mahdi and Fisal, 2022). This behavior works towards
satisfying the needs of individuals. For instance, showing interest in them such as care, creating
an appropriate, psychologically supportive work environment, and rewarding individuals'
efforts. In addition, this dimension enhances self-efficacy and provides personal advice to
maximize strengths and avoid weaknesses. (Yahaya and Ebrahim, 2016).

2.4.4. Intellectual Stimulation:

In the context of leadership, intellectual stimulation entails motivating and stretching
people to think critically, creatively, and independently (Shin and Bolkan, 2021). Leaders who
engage in intellectual stimulation develop a culture that values and encourages original thought,
curiosity, and lifelong learning. Also, this dimension enables the followers to achieve their work
according to the vision and mission of the organization. As a result, this dimension will increase
the workers' production with better quality (Cahyono et al., 2020).

2.4.5. Idealized influence attributed:

Idealized influence is a characteristic of a leader's charm, morality, and convictions. Also,
this shows how strong and self-assured they come across (Afshari, 2022). In addition, Idealized
influence characterized by a leader's charismatic demeanor and acts that are consistent with their
ideals and beliefs (Change et al.,2019). Since they prioritize the interests of their followers over
their own (Do et al., 2020). As a result, leaders who exhibit idealized influence play a vital role
model in the workplace.

772
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

2.5. Organizational commitment and its dimensions:

Organizational commitment is one of the most vital behavioral topics because of the high
rate of absenteeism and lateness at work based on statistics proved through recent studies
(Ridwanet et al., 2020). Organizational commitment can be considered a psychological
characteristic that explains the relationship of individuals with their organizations. Also, it is
multidimensional and affects the decision-making process of individuals to stay in the
organization or leave it (Farag, 2022). That means organizational commitment represents a
psychological connection between the individual and the organization (Ha and Lee, 2022). Here
is a group of core factors that determine the degree of organizational commitment between
employees and the organization, such as external and internal environmental factors and factors
related to individuals (Fernando et al., 2021).
According to (Yusnita et al., 2022), organizational commitment achieved through
building a collective work culture that can convey the organization's message and purpose to
individuals. This culture should emphasize transparency and participation in decision-making,
adherence to work ethics and principles, emphasize trust, and encourage individuals to innovate.
That confirms that the individual's commitment to the organization is one of the factors that
increases its production and growth in the long term (Padala, 2011). Likewise, organizational
commitment enables individuals to demonstrate positive behavior in performance, actively
participate in important decisions, and feel responsible toward the organization (Albdour and
Altarawneh, 2014). As a result, these elements will enhance job satisfaction, organizational
citizenship and increase competitive performance (Butali and Njoroge, 2017). In addition, the
goals of organizational commitment are the desire to survive, make efforts for the benefit of the
organization, and accept the goals and values of the organization (Saeidipour, 2013).
Accordingly, the researcher defines organizational commitment as the degree of an
individual’s commitment and loyalty to his organization, whether in terms of performing its
tasks and continuing to work in it according to the benefit he obtains, such as material, moral,
and behavioral benefits. Thus, to achieve the objective of the research, the researcher adopted
the main dimensions of organizational commitment, which are affective organizational
commitment, continuance organizational commitment, and normative organizational
commitment, as follows:
2.5.1. Affective organizational commitment:
Affective organizational commitment is the degree to which an individual is
psychologically connected to the organization through loyalty, attachment, desire for belonging,
and citizenship (Bouachouch and Lamrabet, 2022). Also, it is the extent to which the individual
defines himself with the organization to which he belongs and sets its goals to maintain their
membership (Ahmed, 2021). In addition, it represents individuals who relate emotionally with
their organization and maintain their desire to stay in the organization (Lima and Allida, 2021).
That means that it determines the individual's identity to adopt the organizational goals as its
own.
2.5.2. Continuance organizational commitment:
organizational commitment is an individual's belief that remaining in the organization
will achieve their long-term goals. On the contrary, leaving work will incur financial and moral
costs for workers, represented by wasted time and effort (Butali and Njoroge, 2017). Therefore,
individuals decide to stay and continue in that organization benefits in exchange for their work
in the organization (Al Zefeiti and Mohamad, 2017). Likewise, continuance commitment is
employees' evaluation of opportunities associated with remaining in their organization
(Berberoglu, 2018). That explains that it related to a cost-benefit analysis like loss in economic
investments and difficulties finding a new job (Maha, 2012). Therefore, the individual's
relationship with the organization can be considered a contractual relationship that depends on
continuous evaluation of economic benefits in exchange for his remaining in the organization.

777
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

2.5.3. Normative organizational commitment :

Normative organizational commitment is the individual's feeling of remaining within
their organization because of the high trust and support of the management (Curtis and Taylor,
2018). Jamaludin (2011) confirmed the individual's feelings are an ethical obligation from
employees to their organization. Besides, normative commitment linked to the theory of
exchange with reward in exchange for commitment (Berberoglu, 2018). That means the
individual's commitment comes from religion, values, personal principles, conscience, and
traditions in which the individual believes. As a result, all these principles have a formative
impact on achieving organizational commitment.

2.6. Statistical Analysis of the Research:

This section has two types of analytical statistics. The first one is the descriptive statistics
approach. The second is the inferential statistics approach, as follows:

2.6.1. The descriptive statistics approach of the dimensions of the transformational

leadership style
Table 1 reports the descriptive statistical analyses by presenting the arithmetic means
(M), standard deviations (SD), and coefficients of variation (CV). Also, the order is according to
the mean to the five main dimensions of transformational leadership style.

Table 1: Analyzing the dimensions of the transformational leadership style

No Dimensions M SD CV Order
1 Idealized Influence Behaviour 3.633 0.711 19.580 Fifth
2 Idealized Influence Attributed 3.890 0.692 17.789 Fourth
3 Intellectual Stimulation 4.233 0.492 11.636 First
4 Inspiring Motivation 4.242 0.584 13.765 Third
5 Individual Consideration 4.323 0.538 12.449 Second
transformational leadership style 4.064 0.603 15.043

The high percentage found in Table 1 for the Intellectual Stimulation dimension. As a
result, it was placed first among the transformational leadership style dimensions based on the
arithmetic mean (4.233), standard deviation (0.492), and coefficient of difference (11.636). That
indicates that the investigated organization's leaders utilized the inspiring motivation component
the most. The arithmetic mean (4.323), standard deviation (0.538), and coefficient of difference
(12.449) of the transformational leadership style also indicated that the dimension of individual
consideration had a high proportion and was therefore rated second. That demonstrates how the
leaders of the investigated organization also put a great deal of practice into the dimension of
individual consideration. It placed third because the inspiring motivation dimension had a high
percentage. According to the arithmetic mean (3.633), standard deviation (0.711), and
coefficient of difference (19.580), the Idealized Influence Behavior component had the lowest
proportion and ranked last among the transformational leadership style's dimensions. Idealized
Influence Behavior was the least prominent dimension, although it still had a respectable
percentage. That implies that the leaders of the organization under study likewise employed that
dimension.
2.6.2. The descriptive statistics approach of the dimensions of the organizational
commitment
Table 2 displays the statistical analyses by presenting the arithmetic means (M),
standard deviations (SD), and coefficients of variation (CV) . Besides, the order based on means
to the three main dimensions of organizational commitment, as follows:

773
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

Table 2: Analyzing the dimensions of organizational commitment

No Dimensions M SD CV Order
1 Affective organizational commitment 4.110 0.648 15.994 Second
2 Continuance organizational First
4.209 0.520 12.654
commitment
3 Formative organizational commitment 3.317 0.657 16.928 Third
Organizational commitment 3.878 0.608 15.192

According to Table 2, the organizational commitment dimension of continuance

organizational commitment had a high percentage. As a result, it was placed first among the
organizational commitment dimensions based on the arithmetic mean (4.209), standard deviation
(0.520), and coefficient of difference (12.654). That implies that the component of continuity
organizational commitment most frequently used by the organizations' personnel. Similarly, the
arithmetic mean (4.110), standard deviation (0.648), and coefficient of difference (15.994) all
placed the affective organizational commitment dimension, which had a high percentage, second
among the organizational commitment dimensions. That demonstrates how the employees of the
organization under study also highly practiced the factor of affective organizational
commitment. Lastly, the normative organizational commitment component had the lowest
proportion and was therefore ranked last in dimensions of organizational commitment according
to arithmetic mean (3.317), standard deviation (0.657), and coefficient of difference (16.928).
Despite organizational commitment being the least important characteristic, normative
organizational commitment earned a respectable proportion. That indicates that the employees of
the organization under study likewise employed that dimension.

2.6.3. Analysis variables of the research (transformational leadership style and

organizational commitment):
Table 3 displays the statistical analyses by presenting the arithmetic means (M),
standard deviations (SD), and coefficients of variation (CV). Also, the order is based on means
to the two main variables, as shown in Table 3:

Table 3: Analyzing the variables of the research (transformational leadership style and
organizational commitment)

No Variables M SD CV Order
1 transformational leadership style 4.064 0.603 15.043 First
2 Organizational commitment 3.878 0.608 15.192 Second

The transformational leadership style variable had a high percentage, as shown in Table
3. As a result, it was ranked highest among the study variables based on the arithmetic mean
(4.064), standard deviation (0.603), and coefficient of difference (15.043). That indicates the
transformational leadership style is more practiced among the leaders in the organization under
study, transformational leadership was the most prevalent type. The research variable
(dependent) with the lowest percentage was the organizational commitment, which was ranked
second based on the arithmetic mean (3.878), standard deviation (0.608), and coefficient of
difference (15.192). Despite organizational commitment being classified second, this
organizational commitment had a respectable percentage. That indicates that workers at the
organization under study also engaged in it.

773
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

2.6.4. Testing of the research hypotheses (correlation and influence) by inferential statistics
The purpose of testing the hypotheses of correlation and influence between the research
variables (transformational leadership style and organizational commitment) is to determine the
possibility of judging the hypotheses by acceptance or rejection. That is explained by the simple
linear regression equation according to the following equation: (Y= a +B1X1)
As (α) represents the constant value, this relationship means that the dependent variable
(Y) (organizational commitment) is a function of the valid value of the dimensions of the
independent variable (X) (transformational leadership). As for the estimates of the statistical
indicators, they were at the level of the research community, which is (70) respondents, and
table - 4 - shows the results of testing the correlation and influence relationship between the
research variables.

Table 4: Analysing the correlation and impact test of transformational leadership style on
organizational commitment.
The The independent Decision
Dependent variable and its Α β R2 Adj F T Sig
Variable dimensions (R2)
Transformational Sig
0.684 0.820 0.471 0.463 60.561 7.782 0.000
style
organizational commitment.

Idealized Not Sig

Influence 74333 34333 3433 34373 3.590 34333 0.062
Behaviour
Idealized Sig
Influence 24333 34733 34273 34233 234233 34337 0.000
Attributed
Intellectual Sig
34733 34373 34733 34733 374333 34333 0.000
Stimulation
Inspiring Sig
34333 34333 34723 34733 724333 34333 0.000
Motivation
Individual Sig
34333 34333 34733 34733 734333 34373 0.000
Consideration
Sample size = (70n), (F) value = (3.94), and (T) value = (1.984)

According to two main hypotheses (relation and impact) of the research: ((There is no
statistically significant relation between transformational leadership style as the independent
variable and organizational commitment as the dependent variable)) and ((There is no
statistically significant effect of transformational leadership style as the independent variable on
organizational commitment as the dependent variable)).
Table 4 indicates a strong correlation between the independent variable
(transformational leadership) and its dimensions with the dependent variable (organizational
commitment), respectively (**0.686, 0.224, **0.479, **0.623, **0.569, and **0.558), except
Idealized Influence Behaviour dimension with the dependent variable (organizational
commitment). The Sig for the Idealized Influence Behaviour dimension reached (0.062), which
is greater than the standard value (0.05). Also, the corrected correlation score (R2) for the
independent variable (transformational leadership) reached a value of (0.463). That explains that
(46%) of the independent variable changes to the dependent variable (organizational
commitment). The remaining percentage (54%) is the effects of other variables on the dependent
variable. In addition, the calculated (F) value indicates the impact of transformational leadership
and its dimensions (except for the Idealized Influence Behaviour dimension) on organizational
commitment, and they were respectively (60.561, 20.277, 43.148, 32.609, 30.675). That
illustrates that the F value exceeded (3.94), with a significance level of (0.05) and a degree of
773
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

confidence (95%). As a result, this confirms that it is possible to reject null hypothesis H10 and
accept alternative hypothesis H11 because of the significant effect of transformational leadership
and its dimensions on organizational commitment. Moreover, the results of the value of the
coefficient (t) calculated for the marginal slope of the impact of transformational leadership and
its dimensions except for the (vision) dimension in organizational commitment were respectively
(7.782, 4.503, 6.569, 5.710, 5.538). These results were higher than the tabular t-score (1.984), at
the standard significance level (0.05), and with a (95%) degree of confidence. That indicates that
the marginal slope is significant. As a result, that made it possible to reject null hypothesis H10
and accept alternative hypothesis H11. Because there was a positive effect on transformational
leadership and its dimensions (except the vision dimension) on organizational commitment.
Eventually, the value of the coefficient (β) for the marginal slope of the transformational
leadership variable was (0.820). It indicates whether increasing the independent variable by one
degree leads to an increase in the dependent variable, organizational commitment, by (82%).
3. Discussion :
The research produced many vital findings based on statistical analysis.
The organization's top management was said to have an inspiring drive to improve the
business's success by providing new research and analysis that elevate the standard and
effectiveness of work. These initiatives will enable top management to discover new approaches
for enhancing efficiency and effectiveness at work. It will be able to concentrate on its efforts to
achieve its goals more successfully and precisely.
According to the results, top management is interested in giving staff members intellectual
stimulation so that they train using modern methods that can evaluate their abilities in light of
the requirements of the new task. That is an example of a strategic goal for professional growth
and long-term development. This strategy will provide a comprehensive understanding of the
need for funding employee training and skill and capability expansion. Consequently, this will
enable the leaders to utilize various skills and realize their potential.
The results showed that tasks are assigned deadlines by top management based on ongoing
organizational commitment. This framework indicates a complete understanding of how crucial
planning and organization are to the operation of institutions by setting deadlines for tasks and
activities. The organization will become more structured and have better time and resource
allocation. As a result, this will encourage increased employee commitment and staff dedication
to fulfilling deadlines. As a result, work ethic and inventiveness will both increase.
It proved the positive organizational commitment of top management toward employees who
don't perform up to par. That technique has boosted the incentive to accomplish goals and
improved performance . These penalties are cutting back on cash gains and increasing training
requirements.
 Teams can finish tasks according to schedules because of the organization's executives. That
suggests that top management has a strategic vision for leadership that seeks to improve staff
members' responsibilities and enable them to fulfill tasks through normative organizational
commitment. As a result, this will stimulate creativity and result in the development of novel,
beneficial solutions.
Moreover, employees consistently display a strong feeling of teamwork and a dedication to the
organization's growth and quality by being willing to put in extra effort. Therefore, these types
of activities promoted to increase performance, optimize operations, and successfully meet
objectives.
The study's conclusions showed how senior management may have a high impact on a college
when it establishes the principles and values that act as a framework for choices and actions. In
an attempt to reinforce the organization's vision and mission, top management gives goals—
especially the main objective of the company—priority. As a result, staff members understand
the organization's strategy and outlook. Consequently, this will increase their sense of
commitment to the college.

773
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

The study's conclusions showed that senior management at the College of Administration and
Economics considers an essential element in establishing goals and motivating groups to
perform to their highest capacity. Specifically, he emphasizes the need to complete complicated
tasks to promote a culture of challenge and endurance. Employees will be encouraged to work
long hours outside of their comfort zones. Top management will emphasize how important it is
to achieve goals despite difficulties.
Finally, the findings of the research showed that there was a significant effect on
transformational leadership and its dimensions Idealized Influence Attributed, Intellectual
Stimulation, Inspiring Motivation, and Individual Consideration (except Idealized Influence
Behaviour dimension) on organizational commitment and its dimensions are affective
organizational commitment, continuance organizational commitment, and normative
organizational commitment.

4. Conclusions:
The outstanding conclusion is to pay more attention to the transformational leadership
style while performing duties at the College of Administration and Economics . That implies that
the company investigated is aware of transformational leadership approaches in all of their forms
and understands the importance of a strong leadership style in developing and preserving
employee organizational commitment. Top management is also highly driven to implement ideal
influence and symbols to achieve goals, bringing change and transformation inside the college. It
seeks to progress and improve its work and performance by encouraging creativity through
innovative strategies to achieve the desired results. That suggests that the ability to bring about
change depends on fearless leadership and a strategic vision that encourages and motivates
organizational members to seek continuous innovation and development. Moreover, there is a
strong sense of organizational loyalty. Leaders must build strong bonds with subordinates
constantly and support the group's spirit and identity by giving each employee individual
attention and careful thinking. That achieved by providing training, continuing support, and an
environment to encourage creativity and innovation. It increased organizational engagement
among staff members and enabled the group to reach common goals and documented
administrative mission successes. Furthermore, top management tries to positively motivate
employees to attain professional development inside the college. Also, the management aims to
provide employees with opportunities to progress along different career paths. As a result, this
will encourage them to learn new skills and extend their horizons. In addition, the College of
Administration and Economics also uses a highly transformational leadership style and has a
positive organizational commitment in all three domains. This strategy, which focuses on
innovation and continuous improvement, will assist in raising employee performance and
achieving quantifiable results in the duties assigned by the college. As a result, this will enable
the college to thrive through efficient implementation that inspires strong backing from upper
management and encourages employees to engage in decision-making actively and formulate
solutions for challenges and problems that arise at work. Finally, there is a strong correlation
between transformational leadership style and organizational commitment in the College of
Administration and Economics, Besides
, transformational leadership style directly affects organizational commitment.

Authors Declaration:
Conflicts of Interest: None
-We Hereby Confirm That All The Figures and Tables In The Manuscript Are Mine and Ours.
Besides, The Figures and Images, Which are Not Mine, Have Been Permitted Republication and
Attached to The Manuscript.
- Ethical Clearance: The Research Was Approved By The Local Ethical Committee in The
University.

773
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

References:
1. Abu - Nahel , Z. O., Alagha, W. H., Al Shobaki, M. J., Abu - Naser, S. S. and El Talla , S. A.
2020. The Reality of Applying Strategic Flexibility in Non-Governmental Hospitals.
International Journal of Academic Management Science Research. 4(7), pp.144-170.
2. Afshari, L. 2022. Idealized influence and commitment: a granular approach in understanding
leadership. Personnel Review. 51(2), pp.805-822.
3. Ahmed, M. A. 2021. Organizational Climate and Employee Commitment in Nigerian Deposit
money Banks. International Journal of Management and Social Sciences. 2 (1), pp. 33-44.
4. Al Zefeiti, S. M. B. and Mohamad, N. A. 2017. The Influence of Organizational Commitment
on Omani Public Employees Work Performance. International Review of Management and
Marketing. 7(.2), pp.151-160.
5. Alalak, A. A., Raheemah, S. H. and Makki, Z. F. 2023. The Impact of Inclusive Leadership on
the Applying E-governance-An Analytical. Research in the General Secretariat of the
Cabinet. Journal of Namibian Studies: History Politics Culture. (34), pp.1-12.
6. Albdour, A. A., and Altarawneh, I. I. 2014. Employee engagement and organizational
commitment: Evidence from Jordan. International journal of business. 19(2), pp.192.
7. Al-Mahdi, M.M.A. and Fisal, M.Z. 2022. The mediating role of employees’ empowerment in
the connection between leadership styles and strategic reputation. An empirical research in the
centre of Iraqi planning ministry. Central European Management Journal. 30(3), pp. 3567-3591.
8. Al-Mahdi, M.M.A. and O'Neill, Shirley. 2017. An Investigation of Effect of the Leadership
Styles on Organisational Success of Public and Private Colleges in Iraq. The First MoHESR and
HCED Iraqi Scholars Conference in Australasia 12/ 2017.
9. Al-Mahdi, M.M.A. 2021. An Investigation of Leadership Style and the Strategic Planning
Process of Public and Private Colleges in Iraq. An Empirical Study (Doctoral dissertation,
University of Southern Queensland).
10. Al-Tamimi, A. H. and Jassim, M.N. 2023. Effective leadership practices: analytical research
in the office of the Iraqi Ministry of Interior. Journal of Economic and Administrative Sciences.
29(137), pp. 28–41.
11. Amin, M. S. 2022. Organizational Commitment, Competence on Job Satisfaction and
Lecturer Performance. Social Learning Theory Approach. Golden Ratio of Human Resource
Management. 1(2), pp.40-56.
12. Berberoglu, A. 2018. Impact of organizational climate on organizational commitment and
perceived organizational performance: empirical evidence from public hospitals. BMC health
services research. 18, pp.1-9.
13. Bouachouch, M and Lamrabet, H. 2022. Organizational Commitment in the Crossfunctional
Relation: Case of the Moroccan Hospital Supply Chain. European Journal of Humanities and
Social Sciences. 2(1), PP. 4-56.
14. Butali, P., and Njoroge, D. 2017. Training and Development and Organizational
Performance: The Moderating Effect of Organizational Commitment. International Journal of
Scientific Research and Management. 5(11), pp.7381-7390.
15. Cahyono, Y., Novitasari, D., Sihotang, M., Aman, M., Fahlevi, M., Nadeak, M., Siahaan,
M., Asbari, M. and Purwanto, A. 2020. The effect of transformational leadership dimensions on
job satisfaction and organizational commitment: case studies in private university
Lecturers. Solid State Technology. 63(1), pp.158-184.
16. Change, D., Linge, T.K. and Sikalieh, D. 2019. Influence of idealized influence on employee
engagement in parastatals in the energy sector in Kenya. International Journal of Research in
Business and Social Science (2147-4478).8(5), pp.123-135.
17. Chukwuemeka,O., and Daniel Olatayo,A. 2021. Leadership Style, Organizational Behaviour
and Employee Productivity: A Study Of Ecowas Commission, Abuja, Nigeria.. International
Journal Of Development And Management Review (Injodemar). 16(1).

773
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

18. Curtis, M. B., and Taylor, E. Z. 2018. Developmental mentoring, affective organizational
commitment, and knowledge sharing in public accounting firms..Journal of Knowledge
Management. 22(1), pp.142-161, https://doi.org/10.1108/ JKM-03-2017-0097.
19. Do, D.T., Nguyen, T.H., Nguyen, T.H.N., Ha, H.H. and le, T.T. 2020. The influence of
leadership style on accountants commitment with enterprise An empirical study on Vietnamese
FDI firms. The Journal of Asian Finance, Economics and Business. 7(3), pp.235-243.
20. Dogan, A. and Higgins, C. 2023. Glocal Business Leadership: Cross-cultural empirical
analyses of leadership styles and practices. CCBS Press,ISBN:978-90-79646-51-7.NUR:812,
pp.1-119
21. Donald, J. Polden. 2012. Leadership Matters: Lawyers' Leadership Skills and Competencies.
The Santa Clara Law Review is a legal periodical edited by the law students of Santa Clara
University.
22. Farag, A. A. S. 2022. Organizational commitment and its role in improving the institutional
performance of decision-makers in the Ministry of Social Solidarity. Journal Future of social
siences. 8.
23. Fernando, A.N.M., Wijesinghe, A.G.K., and Abeynayake, N.R. 2021. Factors Influencing
Organizational Commitment of Employees. in the Plantation Sector in Sri Lanka Applied
Economics & Business. 5(1).
24. Ha, J. C. and Lee J. W. 2022. Realization of a Sustainable High-Performance Organization
through Procedural Justice The Dual Mediating Role of Organizational Trust and Organizational
Commitment Sustainability. 14(1259), PP. 1-17.
25. Haque, A., Fernando, M. and Caputi, P. 2019. The relationship between responsible
leadership and organisational commitment and the mediating effect of employee turnover
intentions: An empirical study with Australian employees. Journal of Business Ethics. 156,
pp.759-774.
26. Jangsiriwattana, T., and Tulwatana, S. 2019. The validation of the organizational
commitment. measurement scale A cross cultureal application in the aviation sector in
Thailand. PEOPLE: International Journal of Social Sciences. 5(2).
27. Keskes, I., Sallan, J. M., Simo, P., and Fernandez, V. 2018. Transformational leadership and
organizational commitment: Mediating role of leader-member exchange. Journal of
Management Development. 37(3), pp.271-284.
28. Lai, F. Y., Tang, H. C., Lu, S. C., Lee, Y. C., and Lin, C. C. 2020. Transformational
leadership and job performance: The mediating role of work engagement. Sage Open, 10(1),
2158244019899085.
29. Lima, W. and Allida, D. 2021. The Relationship between Job Satisfaction and
Organizational Commitment among Employees of a Selected Tertiary Educational Institution in
Northwest Haiti. East African Journal of Education and Social Sciences. 2(1), PP. 33-40.
30. Lingga, V. N., Lumbanraja, P., and Sembiring, M. T. 2023. The influence of
transformational leadership style and compensation on employee performance dimediation of
work satisfaction. at pt. Tor ganda. International Journal of Social Science, Educational,
Economics, Agriculture Research and Technology. 7(2), pp.137-148.
31. Mach, M., Ferreira, A.I. and Abrantes, A.C. 2022. Transformational leadership and team
performance in sports teams: A conditional indirect model. Applied Psychology. 71(2), pp.662-
694.
32. Mahal, P. K. 2012. HR practices as determinants of organizational commitment and
employee retention. IUP Journal of Management Research. 11(4).
33. Mohammed, D. T., and Mohammed, N. J. 2021. The relationship between Ambidextrous
Leadership Behaviors and strategic supremacy Research analysis in the Ministry of
Construction, Housing Municipalities and Public Works. Turkish Journal of Computer and
Mathematics Education (TURCOMAT). 12(12), pp.4743-4752.

733
 Journal of Economics and Administrative Sciences P-ISSN 2518-5764
2024; 30(140), pp. 327-342 E-ISSN 2227-703X

34. Murphy, L. 2005. Transformational Leadership: A Cascading Chain - Reaction. Journal of

Nursing Management. 13(1).
35. Padala, S.R. 2011. Employees job satisfactions and organizational commitment in Nagarjuna
fertilizers and chemicals limited, India..International Research. Journal of Management and
Business.
36. Parka, Taekyung and Pierceb Barbara. 2020. Impacts of transformational leadership on
turnover intention of child welfare workers. Children and Youth Services Review. 108.
37. Pratama, E. N., Suwarni, E., and Handayani, M. A. 2022. The effect of job satisfaction and
organizational commitment on turnover intention with person organization fit as moderator
variable. Aptisi Transactions on Management (ATM). 6(1), pp.74-82.
38. Purwanto, A., Bernarto, I., Asbari, M., Wijayanti, L.M. and Hyun, C.C. 2021. Effect of
transformational and transactional leadership style on public health centre performance. Journal
of Research in Business, Economics, and Education. 2(1).
39. Ridwan, M., Mulyani, S.R. and Ali, H. 2020. Improving employee performance through
perceived organizational support, organizational commitment and organizational citizenship
behaviour. Systematic Reviews in Pharmacy. 11(12).
40. Sabry, H. A., and Mohammed, N. J. 2023. The impact of effective leadership practices on
the quality of strategic decisions. (an analytical search for opinions of leaders sample).
41. Saeed, H. K. and Hamid, A. H. 2019. Authentic leadership and its impact on contextual
performance. analytical research in the departments and divisions of the center of the Iraqi
Ministry of Foreign Affairs. Journal of Economics and Administrative Sciences. 25(112), pp.49-
71.
42. Saeidipour, B. 2013. A study on the effect of organizational climate on organizational
commitment. A case study of"educational system" Management Science Letters.3. pp,181-194.
43. Sha’alan, U. H., and Saaed, H. K. 2023. The Impact of Developmental Leadership on
Adaptive Performance-Analytical Research General Directorates of Education in Baghdad
province. Journal of Economics and Administrative Sciences. 29(137), pp. 1-13.
44. Shin, M. and Bolkan, S. 2021. Intellectually stimulating students intrinsic motivation: the
mediating influence of student engagement. self-efficacy, and student academic
support. Communication Education. 70(2), pp.146-164.
45. Skeibrok, J., and Svensson, F. L. 2016. The degree of projectification in organizations, and
its impact on strategic flexibility. A quantitative study of the Norwegian economy (Master's
thesis, Universitetet Agder; University of Agder).
46. Sun, W., XU, A. and Shang, Y. 2014. Transformational leadership, team climate, and team
performance within the NPD team Evidence from China. Asia Pacific Journal of Management
31 (1), pp.127-147.
47. Sutrisno, S. 2021. Intellectual Agility Stimulation to Improve Organizational
Performance. Budapest International Research and Critics Institute-Journal (BIRCI-Journal).
4(1), pp.1397-1409.
48. Thamrin, H. M. 2012. The influence of transformational leadership and organizational
commitment on job satisfaction and employee performance. International Journal of Innovation,
Management and Technology. 3(5), pp. 566-572.
49. Yahaya, R. and Ebrahim, F. 2016. Leadership styles and organizational commitment:
literature review. Journal of management development. 35(2), pp.190-216.
50. Yuechao, and Yan, Minghao. 2022. Green Transformational Leadership and Employees’
Taking Charge Behavior: The Mediating Role of Personal Initiative and the Moderating Role of
Green Organizational Identity. International Journal of Environmental Research and Public
Health.
51. Yusnita, N., Gursida, H., and Herlina, E. 2022. The Role of Work-Life Balance and Job
Satisfaction as Predictors of Organizational Commitment. Jurnal Economia, 18 (1), pp. 103-114.

733
 ‫‪Journal of Economics and Administrative Sciences‬‬ ‫‪P-ISSN 2518-5764‬‬
‫‪2024; 30(140), pp. 327-342‬‬ ‫‪E-ISSN 2227-703X‬‬

‫دراسح العالقح تين أسلوب القيادج الرحويليح وااللرزام الرنظيوي في كليح اإلدارج واالقرصاد‪ :‬تحث‬
‫ذطثيقي‬

‫هزين فخز الذين هحوود‬

‫جاهعت بغذاد‪ /‬كلٍت االدارة ّاالقخصاد‪ /‬قسن ادارة عاهت‬
‫‪maryam.morad1204@coadec.uobaghdad.edu.iq‬‬

‫‪Received:29/12/2023‬‬ ‫‪Accepted:30/1/2024‬‬ ‫‪Published Online First: 30 /4/ 2024‬‬

‫هذا العول هزخص ذحد اذفاقيح الوشاع االتذاعي نَسة الوُصنَّف ‪ -‬غيز ذجاري ‪ -‬الرزخيص العووهي الذولي ‪343‬‬
‫)‪Attribution-NonCommercial 4.0 International (CC BY-NC 4.0‬‬

‫هسرخلص الثحث‬
‫ٌِذف البحث الحالً إلى بٍاى العالقت ّاألرثز بٍي القٍادة الخحٌْلٍت ّأبعادُا (سلْك الخأرثٍز الوثالً‪ّ ،‬الخحفٍش الفكزي‪،‬‬
‫ّالذافع الولِن‪ّ ،‬االعخبار الفزدي‪ّ ،‬الخْجَ الوثالً) فً االلخشام الخٌظٍوً ّأبعادٍ (االلخشام الخٌظٍوً الوسخوز‪ّ ،‬االلخشام‬
‫الخٌظٍوً العاطفً‪ّ ،‬االلخشام الخٌظٍوً الوعٍاري) فً كلٍت اإلدارة ّاالقخصاد‪ّ .‬لخحقٍق ُذف البحث حن اسخخذام الوٌِج الْصفً‬
‫الخحلٍلً‪ّ .‬لجوع البٍاًاث ‪ ،‬اعخوذ البحث االسخباًت كأداة رئٍسٍت لِذا الغزض‪ .‬حكًْج عٌٍت البحث هي هسخٌْاث إدارٌت هخخلفت‬
‫هثل (هذٌز‪ ،‬رئٍس هالحظٍي‪ ،‬هالحظ‪ّ ،‬هعاّى هالحظ)‪ .‬حن حْسٌع االسخباًت بشكل عشْائً‪ّ ،‬حن جوع (‪ )00‬اسخباًت صالحت‬
‫للخحلٍل اإلحصائً‪ّ .‬هي أجل ححلٍل البٍاًاث ّالوعلْهاث ّاخخبار الفزضٍاث‪ ،‬اعخوذ البحث هجوْعت هي األسالٍب اإلحصائٍت‬
‫هثل الْسط الحسابً‪ّ ،‬هعاهل الخباٌي‪ّ ،‬االًحزاف الوعٍاري‪ّ ،‬هعاهل االًحذار البسٍط بْاسطت البزًاهج اإلحصائً ( ‪SPSS‬‬
‫‪ّ .)V26‬حْصل البحث إلى هجوْعت هي الٌخائج الوِوت كاى أُوِا أى القٍادة الخحٌْلٍت ًُ العاهل األساسً لبٌاء رثقافت الوٌظوت‬
‫هي أجل ححقٍق الٌوْ ّالٌجاح ّححفٍش األفزاد‪.‬‬

‫نوع الثحث‪ّ :‬رقت بحثٍت‪.‬‬

‫الوصطلحاخ الزئيسح للثحث‪ :‬القٍادة الخحٌْلٍت‪ ،‬االلخشام الخٌظٍوً‬

‫‪732‬‬