MODERATING EFFECT OF ORGANIZATIONAL CLIMATE ON A TASK-TRAIT LEADERSHIP ORIENTATION AND EMPLOYEE COMMITMENT: THE NIGERIAN BANKING EXPERIENCE.

Author:Ayodotun, Ibidunni S.
Position:Report - Abstract
 
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INTRODUCTION

High performing managers recognize the significance of putting in place an organizational climate that promotes employee inspiration, potency and organizational commitment. Findings from existing research imply a direct relationship between leadership style and organizational commitment on one hand and leadership style and organizational climate on another. However, the assumption of such might elude a question about important factors, such as the structure surrounding work environments, employee motivation in relation to task demand issues, social relationships in the workplace and so on. Consequently, previous researches have left out the consideration of organizational climate in the relationship between leadership style and organizational commitment. More importantly, is that previous research has viewed leadership style from two extreme positions of either a task or people orientation. However, in the real world organizational leadership must balance both views to be effective (Hornackova, Halova & Nechanicka, 2015). Therefore, this research is poised at investigating the relationship between a task-trait oriented leadership style and organizational commitment, given the influence of organizational climate.

THEORETICAL BACKGROUND

Organizational leadership has been broadly described from schools of thought that can be categorized as either a leader's personality disposition type (trait based school of leadership thought) and the capacity of the leader to engage employees for the accomplishment of organizational goals (task based school of leadership thought) (Gencera & Samurb, 2016; Shao, Feng & Hu, 2017). Task orientation of leadership focuses on the extent to which leaders are particular about responsibilities, maintaining communication linkages that ensure the realization of organizational objectives (Golmoradia & Ardabili, 2016). This study identifies that transactional and transformational leadership styles represent the task oriented leadership, while trait oriented leadership is largely associated with the leader's personality, such as the extent to which the leader is receptive, hospitable, willing to work with a team and focused on the work. The trait leadership orientation includes: autocratic, democratic, charismatic and bureaucratic dimensions of leadership.

Transactional leaders are basically driven by the task that should be performed. Therefore, their operations in the organization are characterized by contingent rewards for performance of responsibility and management by exception (Hu, Parker, Lipsitz, Arriaga, Peyre, Corso, Roth & Yule, 2016; Falola, Salau, Olokundun, Oyafunke-Omoniyi, Ibidunni & Oludayo, 2018). Despite that this leadership style could achieve the task being pursued; a major limitation associated with it is that result in employee stress and their loss of commitment (Perry, Witt, Penney & Atwater, 2010). On the other hand, the transformational leader focuses on motivational patterns to accomplishing organizational tasks. Consequently, the transformational leader uses idealized influence, inspirational motivation, intellectual stimulation and individual consideration to influence subordinates interest towards getting work done. These two leadership orientations are generally described as task based leadership orientations because, broadly speaking, they influence how leadership in the organizational system and the flow of authority in the organization is perceived, rather than how individual lead subordinates towards the attainment of organizational goals.

As conceptualized in this study, the trait...

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