The relationship between transformational leadership behaviours and team commitment in manufacturing plants.
The aim of this cross sectional study was to test the relationship between perceived transformational leadership behaviours of supervisors and levels of team commitment of employees in a clothing manufacturing plant in the Durban area, KwaZulu-Natal, South Africa. The study was conducted within a manufacturing plant with a conveniently selected sample of 150 employees. Out of 150 questionnaires that were distributed, 102 were completed which constituted a 68% response rate. The measures in the research instrument include the Multifactor Leadership Questionnaire (MLQ) and the Organisational Commitment Scale (OCS) which was modified to measure team commitment. Demographic information was also obtained. The inter-item reliability coefficients for the scales were calculated using Cronbach’s alpha. Frequencies were calculated, the central tendency of the data was explored, Pearson’s correlation coefficients were calculated and a regression model was fitted. A significant positive relationship was found between transformational leadership behaviours and team commitment and related subscales. The study found that those individuals who rated their leaders to demonstrate transformational leadership behaviours showed higher levels of team commitment. This implies that transformational leadership behaviours of supervisors contributed to the extent that employees reported team commitment, and specifically emotional attachment and team identification. Transformational leadership components were correlated with team commitment dimensions as transformational leadership behaviours contributed to employees’ commitment. They strongly identify with the team and felt emotionally attached to the team.. This positive influence between these constructs emphasise the importance of a transformational leadership style in the dynamics of team commitment and thus team effectiveness.
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