Assessing the Role of Organizational Commitment in Leadership Style-Driven Organizational Development

Abstract

This research aims to examine the role of organizational commitment in leadership style-driven organizational development within Pakistan’s information technology (IT) sector. Leadership styles have a significant impact on organizational development, with organizational commitment acting as a potential mediator. The study investigates how different leadership styles influence organizational development and the role of employee commitment within Pakistan’s IT sector. A quantitative approach was adopted for this study. Data was collected through a survey questionnaire distributed to employees in both public and private IT organizations. The sample included supervisors (8.45%), middle management (26.76%), top administration (37.32%), and non-technical staff (13.38%). The survey targeted organizational levels and demographic groups such as age and work experience, utilizing established scales like the Multifactor Leadership Style Questionnaire (MLQ), Organizational Culture Assessment Instrument (OCAI), and Organizational Commitment Questionnaire (OCQ). Descriptive statistics showed that top management represented the largest group of respondents (37.32%), with the majority of participants between 26-30 years old. Leadership styles were found to significantly influence organizational development, with organizational commitment playing a key mediating role. Employees with higher organizational commitment showed a stronger link between leadership styles and organizational development outcomes. IT organizations in Pakistan should focus on fostering organizational commitment through leadership development programs. Leadership styles that promote employee engagement and commitment can drive effective organizational development and enhance overall performance. Additionally, targeting leadership training at various organizational levels can help align leadership behaviors with organizational goals.