The relationship between leadership style and organizational commitment: Empirical review

Employees are the most important resources in organizations. Nevertheless, managers spend a minimal amount of time learning more about human behavior, communication, and how their attitudes and behaviors impact employees' commitment. The aim of this paper is to empirically review the relationship between leadership style and organizational commitment. Data was collected from different secondary sources mainly review of different research works or articles, conference proceedings, books and thesis. Secondary empirical evidences done in different corner of the world in different years were taken in as samples. The researcher has assessed the relationships among leadership styles (transformational, transactional and laissez-fair leadership style) and employees' organizational commitment dimensions (affective, continuance and normative organizational commitment). All relationships were empirically supported though of the laissez-faire is less addressed in the literature arena. Further studies, more specifically by focusing on the subscales, should be done on these relationships for its further empirical conformity. Implications for research and practice of this finding are also be discussed.