Exploring Leadership Styles as Determinants of Employee Motivation and Organizational Commitment in Academic Institutions

Abstract

This study examined the leadership styles practiced by administrators in academic institutions and their influence on employees’ motivation and organizational commitment. Specifically, it determined the extent to which transformational, transactional, laissez-faire, and path-goal leadership styles are practiced and analyzed their relationship with employee motivation and organizational commitment. A quantitative descriptive–correlational research design was employed. Data were collected from 100 respondents through a structured survey questionnaire administered in selected academic institutions. Mean, standard deviation, and Pearson correlation coefficient were used for data analysis. The findings revealed that administrators highly practice transformational, transactional, and path-goal leadership styles, while laissez-faire leadership is less evident. Transactional leadership obtained the highest mean rating, indicating a strong emphasis on clear expectations, accountability, and reward-based systems. Correlation results further indicated that transformational leadership had the strongest positive relationship with both employee motivation (r = 0.71, p < 0.05) and organizational commitment (r = 0.74, p < 0.05), followed by path-goal and transactional leadership, all showing statistically significant relationships. In contrast, laissez-faire leadership exhibited a negative relationship with both variables (p < 0.05). The study concludes that active and supportive leadership approaches are crucial in fostering employee motivation and strengthening organizational commitment in academic institutions.