Impact of Leadership Vision on Employee Commitment and Organizational Excellence: A Case Study of Public Sector Universities in Khyber Pakhtunkhwa

Authors

  • Abdul Wahab PhD Scholar, IER, Kohat University of Science and Technology, Kohat, KPK, Pakistan
  • Prof. Dr. Muhammad Naseer Ud Din Vice Chancellor KUST Kohat, KPK, Pakistan

DOI:

https://doi.org/10.35484/pssr.2024(8-II-S)06

Keywords:

Leadership Vision, Employee Commitment, Organizational Excellence, Public Sector Universities

Abstract

This study investigates the impact of leadership vision (LV) on the employee commitment (EC) and organizational excellence (OE). Basic objectives of the study were to comprehend the Dimensions and components of effective leadership vision, to find out the association between leadership vision and employee commitment, and to assess the impact of leadership vision clarity and consistency on employee commitment. Five public sector universities and 380 male and female lecturers have been chosen. Information was gathered through questionnaires using cluster sampling techniques. Only 340 questionnaires were received and using different statistical methods, including mean, percentage, Pearson's correlation, and Regression. Tested the above construct were found that there is strong positive impact of Leadership vision on employee commitment. Moreover, the strategic alignment of vision with the university's values and objectives ensures coherence and unity of purpose, enabling effective decision-making and resource allocation. As a result, employees are more engaged, proactive, and invested in their work, leading to improved performance, innovation, and overall organizational excellence and effectiveness.

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Published

2024-05-27

Details

    Abstract Views: 128
    PDF Downloads: 35

How to Cite

Wahab, A., & Din, M. N. U. (2024). Impact of Leadership Vision on Employee Commitment and Organizational Excellence: A Case Study of Public Sector Universities in Khyber Pakhtunkhwa. Pakistan Social Sciences Review, 8(2), 59–67. https://doi.org/10.35484/pssr.2024(8-II-S)06