Leadership Styles and Employee Commitment of Somali Institute of Management and Administration Development (Simad)

ABSTRACT The study investigated the relationship between leadership styles and employee commitment of Somali institute of management and administration management (SIMAD). The following were the research questions of the study: 1. What is the profile of the respondents in terms of age, gender, education level and length of service with the organization? 2. Is there a significant relationship between autocratic leadership style and employee commitment? 3. How does democratic leadership style affects employee commitment? 4. Is there a significant relationship between transformational leadership style and employee commitment? 5. What type of development program can be offered to SIMAD based on the findings of the study? The researcher carried out this study using Correlation research design particularly simple correlation design. The data was collected using a questionnaire and was analyzed using frequencies, percentages, and Pearson’s linear correlation Coefficient (PLCC). The study found that employee at SIMAD do not have much input in the decision making of that institute and the leaders retain the final decision making authority of the institute. It also revealed that employees leave voluntarily from SIMAD. The study concluded that autocratic leadership style of an organization is negatively correlated to the employee commitment. The study also found that there is a positive correlation between the two variables democratic leadership style and employee commitment. Furthermore, it was found that the existence of transformational leadership style in the organization is a good predictor of better employee commitment. Leaders in the organization should maximize employee input in the decision making of the organization and should not retain the decision making authority, this, could boost the moral of the employees and make them stay longer and not escape from the organization. Leaders should provide clear expectations and job descriptions of what employees are expected of. This may help them increase their input, efforts and energy and also attain satisfactory performance and better commitment.

TABLE OF CONTENTS

Page

Title page I

Declaration II

Table of contents III

Chapter

One THE PROBLEM AND ITS SCOPE

Background of the study 1

Statement of the problem 4

Purpose of the study 5

Research objectives 6

Research questions 6

Hypothesis 7

Scope of the study 7

Significance of the study 8

Operational Definitions of Key terms 8

Two REVIEW OF RELATED LITERATURE

Introduction 10

Schema of the study 10

Theoretical perspective 11

Autocratic style and employee commitment 13

Democratic style and employee commitment 15

Transformational style and employee commitment 17

Employee commitment indicators 19

Three METHODOLOGIES

Research Design 21

Research population 21

vii

Sample size 21

Sampling procedure 22

Research instruments 22

Validity and Reliability of instruments 22

Data gathering procedure 23

Data analysis 24

Ethical considerations 25

Limitations of the study 25

Four PRESENTATION, ANALYSIS AND INTREPRETAION OF DATA

Introduction 26

Profile of the respondents 27

Analysis and Interpretations of findings on autocratic style and

Employee Commitment 29

Relationship between Autocratic style and employee

Commitment 32

Analysis and Interpretations of findings on democratic style and

employee Commitment 34

Relationship between democratic style and employee

Commitment 36

Analysis and Interpretations of findings on transformational style

and employee commitment 37

Relationship between transformational style and employee

commitment 40

Leadership styles and employee commitment 41

Five FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Introduction 43

Research findings 43

Conclusions 47

Recommendations 50

Development program 51

REFERENCE 51

APPENDICES

Appendix I: Transmittal letter 62

Appendix II: Informed Consent 63

Appendix III: Research instrument 64

Appendix IV: Researchers curriculum Vitae 67