Opt Review: The Hughes Et Al. Text, The Blackaby Text

Ompt Review The Hughes Et Al Text The Blackaby Blackaby Text An

Review the Hughes, et al. text, the Blackaby & Blackaby text, and assigned journal articles. Determine a minimum of two constructs (dependent and independent variable) and complete a literature review.

Requirements: 12-14 page research paper (words). Page length does not include Title Page or Reference Page(s). The paper, including citations, references, and general format will be APA compliant.

Contents of Final Paper: The final paper will include the elements of a literature review with the following general outline.

• Abstract (typically write this last)
• Introduction
  • Introduce your topic.
  • Outline the general topic area you will be discussing in the paper.
  • Why is the topic important/relevant (other researchers in the field, practitioners, others)?
  • What is the specific scope of your research interest?
  • Purpose or research question(s)?
• Theoretical foundation for the variables you are presenting in the paper. For instance, if I’m looking at two different types of justice and proposing a relationship with employee engagement, this section would separately look at the theoretical foundations for justice (and the two types) and employee engagement.

You are demonstrating (1) you are familiar with the research that has already been done in this general area and (2) you have found a gap or area in the research that is lacking…an area that hasn’t been researched at all or very little (advancing the literature).

Paper For Above instruction

The purpose of this scholarly paper is to conduct a comprehensive literature review on a chosen topic involving two variables—one dependent and one independent—to advance understanding within the field. The selection of variables will be grounded in the theoretical foundations that underpin their relationship, and the review will identify gaps in existing research, thereby contributing to scholarly discourse and practical applications.

The topic selected for this review is the impact of transformational leadership on organizational commitment. This topic's significance stems from its relevance to organizational effectiveness and human resource management. Transformational leadership, characterized by inspiring and motivating employees to exceed expectations, has been extensively studied, yet its specific influence on various aspects of organizational commitment—affective, normative, and continuance—remains an area rich for further exploration.

The current literature illustrates a generally positive relationship between transformational leadership and organizational commitment, supported by theoretical models such as Bass's transformational leadership theory and Meyer and Allen’s three-component model of commitment (Bass, 1985; Meyer & Allen, 1997). However, despite the volume of existing studies, inconsistencies and gaps remain, particularly regarding the moderating factors that influence this relationship in different organizational contexts or cultural settings.

The theoretical foundation for transformational leadership is largely based on Burns (1978) and Bass (1985), emphasizing the leader's role in inspiring followers beyond immediate self-interest to achieve organizational goals. Organizational commitment, as conceptualized by Meyer and Allen (1991), refers to the psychological attachment of employees to their organization, affecting retention, job satisfaction, and performance. The relationship between these constructs is hypothesized to be positive, with transformational leaders fostering greater affective commitment through increased trust, identification, and shared vision.

Despite robust evidence supporting this linkage, few studies have systematically examined the influence of organizational culture or ethical climate as moderating variables. Some research suggests that in highly ethical environments, the impact of transformational leadership on commitment may be intensified (Brown & Treviño, 2006). Others have identified potential differences based on industry sector, organizational size, and cultural context, underscoring the need for further empirical investigation (Sosik & Godshalk, 2000).

This review will critically analyze existing research to map the influence of transformational leadership on organizational commitment, identify research gaps, and suggest pathways for future inquiry. The goal is to assist practitioners in developing effective leadership training programs and inform policymakers aiming to enhance employee retention and organizational sustainability.

References

• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89.
• Sosik, J. J., & Godshalk, V. M. (2000). Leadership styles, mentoring functions received, and job-related stress: A conceptual model and preliminary study. Journal of Organizational Behavior, 21(4), 365-390.