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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 1
Effect of the Leadership Styles on the Organizational Commitment Given

the Staff Personality Traits
(The Case study: Irans State Retirement Organization)
Seyyed Ali Akbar Ahmadi*
Public management Department, Payame Noor University, Tehran, I.R. of IRAN
Freyedon Ahmadi
Mina Zohrabi
Abstract:
The present research intended to study the relationship between leadership styles and the staff
organizational commitment within an organization and effect of the staff personality traits on
this relationship. For the sake of the present research the required data, extracted from 190
questionnaires, were analyzed and the Binomial Test used for narrative study of the research
components and the structural equation modeling was applied for confirming or rejecting the
research hypotheses. In the end priorities of the research components were examined by use
of the Freidman Test. It is noticeable that for examining the effect of the Moderator-
Mediator variable the Baron-Kenny Test was utilized. Outcome of the research implied that
between all independent variables of the model (transformational leadership style and
transactional leadership style) and three dependent variables of affective, continuance and
normative commitments a positive relationship is visible at all levels (all variables were of
direct relationship). Also outcome of the study made on the moderating effect of the
personality variable implied that the personality variable is of moderating effect in the
relationship between the leadership style and the organizational commitment. It is notified
that the transactional leadership style is of further effect on the organizational commitment.
Keywords: Personality traits , Affective Commitment, Continuance Commitment, Normative
Commitment, Transformational leadership, Transactional leadership
1-Introduction
Main purpose of the present research was to identify the relationship between the leadership
style and the organizational commitment of the staff and effect of the staff personality traits
on this relationship. Organizational commitment is considered as one of the concepts which
have always been attended to by many researchers and scholars. Paramount significance of
the staff organizational commitment for all organizations has already led to implementation
of many researches in the field of management on the staff organizational commitment and
other issues like staff job satisfaction, and turnover. Scientific researchers have already
proved that staff with more organizational commitment are more loyal, productive and
accountable. Moreover, organizational commitment is considered as one of the reliable and
sustainable predictors of the absence, turnover, productivity, efficiency and job satisfaction of
the staff [1]. The research literature is indicative of the fact that leadership styles (especially
the transformational leadership style) are of meaningful relationship with the organizational
commitment (especially with the affective commitment) and the transformational leadership
is positively related to the personality traits. The personality is also one of the concepts of the
managerial psychology which had always been discussed and attended to by many
management researchers. If we wish to define the concept of personality in just a single
sentence we can say that personality is referring to the cognitive and behavioral patterns
which are of durable and stable attributes in the course of time [2]. Therefore we can draw the
reasonable and logical conclusion that personality traits of every individual may affect his/her
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values, attitudes, feelings and behaviors [3]. Accordingly the research literature is implying
that even though many studies have so far been carried out on the leadership styles and the
organizational commitment but no inclusive study has yet been done on the relationship
between leadership styles of the managers who are managing staff with different personality
traits and the staff organizational commitment. It is a long time that the leadership and its
effects on the organization effectiveness and performance have been discussed in managerial
circles therefore we are going to raise and discuss it in detail in the next part.
For the same reason we summarized main purposes of the present research as follows:
1- To study the relationship between the leadership styles and the staff organizational
commitment
2- To study the relationship between the organizational commitment and the personality
traits of the staff
3- To study the leadership styles of managers and the organizational commitment of the
staff with different personality traits.
2- Literature research
2-1- Organizational Commitment
So far various definitions have been produced for the organizational commitment. Hall et al
in 1970 considered the organizational commitment as a process wherein objectives of every
individual and organization have been integrated and mixed [4]. Williamson and Anderson
are regarding the organizational commitment as the intensity and extent of every individual
involvement in an organization and his/her sense of belonging and sense of identity towards
the organization which will finally lead to the promotion of his/her group dependence and
citizenship behavior [5]. But one of the most inclusive definitions so far produced in this
respect is what Steers and Porter (1983) have referred to that is the relative strength of an
individuals identification with or involvement in a particular organization. Based on this
definition the organizational commitment includes the following three features:
1- Firm belief in the goals and values of the organization;
2- Desire for making remarkable efforts for the sake of the organizations goal;
3- Strong wish and desire for continuous membership within the organization;
2-1-1-Organizational Commitment Dimensions

Two general approaches are visible towards the organizational commitment
2-1-1-1- Two-dimensional approach:
Based on this approach the organizational commitment may be divided into two dimensions
of Attitudinal Commitment and Behavioral commitment.
A) Attitudinal Affective Commitment: This commitment considers the commitment as
an attitudinal or affective issue and it is implying that continuous involvement of
every individual within an organization in favor of the organizations goals is because
of the fact that he/she is seeking his/ her identity within that organization.
B) Behavioral Commitment: This commitment is regarding the commitment as a more

behavior-oriented issue rather than an attitudinal one. Based on this approach and as
Beeker stipulates:

All individuals feel attached to their organizations because of their fringe benefits and
job promotion and not because of their good feelings towards the organizations [4]
2-1-1-2-Three dimensional approach:

The most favorite contender in this respect is what advanced by Allen and Meyer (1977).
Based on the three component approach of Mayer and Allen the organizational
commitment may be divided into three dimensions of 1-affective commitment 2-
continuance commitment and 3-normaticve commitment.
A) Affective commitment:
Based on this dimension the organizational commitment is of an affective nature so that
the employees get their identities from the organization and they are of a positive feeling
to continue working for the organization and for the same reason they will never leave
their jobs.
B) Continuance commitment:
Some scholars believe that the organizational commitment depends on the extent to which
employees feel committed to their organization by virtue of the costs that they feel are
associated with leaving like investment or lack of alternatives. Therefore volume and the
extent of the capitals invested by individuals within an organization along with lack of job
opportunities out of the organization are considered as very important elements in this
respect.
C) Normative commitment:
This commitment is implying the employees feeling of obligation to remain with the
organization. Experiences of employees in their previous jobs (like organizational
socialization) is playing significant role in this respect.
2-2-Leadership styles
The leadership styles and their impact on the performance and effectiveness of the
organization have always been discussed among the managerial circles. The relevant experts
have so far introduced different ways and therefore different theories to define the leadership
role and identify its relationship with organizational effectiveness [15]. But the first theories
introduced in this respect were those related to the personality and internal traits [16].
Outcome of a number of researches so far carried out in this regard is implying that
personality traits may give rise to the success of the leader but none of them may definitely
ensure his/her success [17].
Subsequent to the personality theories, behavioral theories and contingency theories were
introduced. Most of the behavioral theories have focused on the behaviors of effective
leaders. According to the contingency theories situation identification and act based on the
findings was the secret of the success of the successful leaders [15]. At the same time we are
now witnessing a kind of return to personality theories and other theories including
attribution, charismatic leadership, servant leadership, super leadership, transactional
leadership and transformational leadership theories are being discussed [18]. But common
basis of all the leadership relevant theories lies in the fact that they are seeking a method in
order to inertly motivate the individuals. In the present research two newly introduced
leadership theories namely transactional leadership theory and transformational leadership
theories have been discussed. This was because of the fact that on one side these two
included a number of other theories as well and on the other side these two have always been
referred to in most of the organizational commitment and personality traits related studies.

2-2-1 Transactional leadership

Transactional leadership which is also known as associate leadership requires establishment
of relations between the leader and those employees who work under the leader supervision.
These employees shall receive their desired rewards in return for implementation of their
missions [17]. Type of the relationship in the transactional leadership is based upon the
contingency reward and the management by exception style; the contingency reward is
implying that the leader shall consider different types of rewards in favor of the employees
for accomplishment of the agreed goals and missions, therefore the contingency reward is
considered as the most active behavior of any transactional leader. In the management by
exception or exception-based management (active and passive) the active leader particularly
is trying to identify and prevent diversion from the prime objectives of the organization. This
occurs while passive leader waits and sees what may happen.
2-2-2- Transformational leadership
Another leadership style which has always been discussed along with the transactional
leadership is the transformational leadership. This style of leadership is indicative of a
process which may change and develop individuals and it is related to the ethical attributes,
values and long term objectives and goals. Out of the noticeable functions in this style we can
refer to assessment of the effective incentives for the subordinates and provision of their
requirements in short treating them just like complete human beings [20]. Transformational
leaders are inducing the followers inspiring them and encouraging them to achieve what is
beyond the expectations and first and foremost making them to consider the desired goals of
the organization as their own causes and views [21]. At the same time the transformational
leadership is in need of four components or factors as follows which are considered as the
main elements of this theory:
1-Individual consideration: The leader shall behave his/her subordinates just like an instructor
and teacher trying to develop their personality, empowering them and treating them in the
way they deserve.
2- Intellectual stimulation: The leader shall try to promote the intellectual space and before
the followers take any action encouraging them to think of what they going to do.
3-Inspirational motivation: The leader shall inject hope into minds of his/her subordinates
introducing them a very available bright future and encouraging them to promote their
expectations.
4-Idealized influence: the leader shall make sacrifice, and be accountable vis--vis his/her
responsibility. He/she shall share his/her happiness and sadness with others and practically
play a vital role [22].
In the figure No.1 two transactional and transformational leadership styles along with their
relevant dimensions have been displayed.

Figure No.1-Transformational and transactional leadership style
Promotion of
Incentive to
Realize
Objectives
(Redoubling
Efforts)
2-3- Personality traits

Performance of every individual depends upon many variables. One of the most important
variables is the personality attributes and traits. Personality traits usually affect the
individuals behavior. Therefore response of every individual under any particular situation
differs depending on his/her personality traits. The outcome of the studies made on the
personality traits of individuals implies that behavior of every individual depends on his/her
personality traits therefore these are the personality traits which shape behavior of people. So
far different definitions have been produced for the word of personality [7]. Given the
complexity of general concept of the woed personality Alport has compiled and referred to
more than 50 different definitions in this respect which is indicative of high complexity
concept of its concept. [8]. In defining the word personality Parvin opines that personality
is in fact expressing those sets of attributes which include stable intellectual, affective and
behavioral patterns [7]. Another definition is describing the personality as a certain patterns
of way of thinking, excitement and behavior which determine every individuals personal
style in his/her interaction with the social environment. [9]. In the end the definition which
has been agreed upon by most of scholars and researchers implies that personality is
considered as a certain set of intellectual, sentimental and behavioral patterns which
distinguish us from others while remaining fixed and stable in different times and locations
[7].
All definitions produced for the word personality indicate that the relevant common
definition shall include the following dimensions:
a) Rules on the exclusive actions of individuals and the common regulations among them
b) Sustainable and unchangeable aspects of human actions and unsustainable and changeable
aspects
c) Cognitive traits (intellectual processes), affective traits (excitements) and behavioral traits
[8].
2-3-1Personality type
In one of the divisions of the personality therere is a category in which the personality has
been divided into two A and B types each responding differently to the case of stressful
situations. The individuals belonging to type A are irritable, competing, aggressive with sense
of animosity. They wish to have every thing under their control and when they feel that the

conditions are not ripe for acting they try to change them. They always complaining on the
time constraints for carrying out their assignments and due to the continuous stress they are
facing, they feel they are more exposed to physical pains or heart failures [7].
But the individuals belonging to the type B are cold-blooded and cool vis--vis the
difficulties and problems they may face therefore are less exposed to complications of
stressfulness [8].
When the individuals with type A personality are facing the stressful factors they will suffer
from the relevant diseases. In a research made in this respect it was concluded that compared
with the individuals with type B personality, individuals with type A personality the risk of
heart related diseases is two times more and recurrence of heart seizure is five times more and
possible death because of the heart seizure is two times more accordingly.
2-4- Personality, organizational commitment and leadership styles
As it was mentioned in the previous part literature research reveals that lots of researches
have already been carried out on the leadership styles and the staff organizational
commitment. This occurs while no inclusive study has yet been done on the effect of different
leadership styles of the leaders managing their staff with different personality types on the
staff organizational commitment.
Erdhaim et al (2006) believe that in order for every organization to be able to predict the
organizational commitment of its staff as much as possible, it needs to attend to the
personality traits of the individuals applying for the job in the organization rather than their
previous experiences [24].
Silva (2006) and Morrison (1997) are of this opinion that those individuals who are extrovert,
conscientious and with stable emotions are willing to be more committed to their
organization. [26]. In their research carried in Taiwan Soo Chao Chung & Mig Shing Lee
(2005) also concluded that out of relevant personality traits, job satisfaction and job
characteristics , personality traits are of the most impact on the organizational commitment.
Michael J Zickar and Wang Jesse Erdheim also in their study on a automobile manufacturing
company in the United States, reached to the conclusion that there exist a meaningful and
positive relationship between extroversion and affective commitment, continuance and
normative commitments, and also there is a meaningful and positive relationship between
anger, consciousness as well as openness to experiences and the continuance commitment.
They also concluded that agreeableness is in direct and positive relationship with normative
commitment. Pila (2006) also believes that job attitudes especially the organizational
commitment and job satisfaction are of meaningful and positive relationship with personality
traits and the space of control. [27]. The study on the literature research indicates that most of
the researches already made on the organizational commitment and the leadership styles are
related to two transformational and transactional leadership styles [28]. It is worth
mentioning that in all the studies carried out in this respect both transformational leadership
style and transactional leadership style have been given paramount significance. For example
on the importance of the transactional leadership style, Bass (1985) stipulated that the
transactional leaders shall possess strong communication skills in order for them to explicitly
communicate their orders to their subordinates [29]. Al Ammaj in his 2000 study on the
Saudi Arabian public servants concluded that although both transactional leadership style and
the transformational style positively affect the organizational commitment of the staff but the
effect of the transactional leadership style is much stronger [30]. Also Alison in his 2007
study reached the conclusion that transformational leadership style is of negative impact on
the continuance commitment but it positively affects the affective commitment [31]. In this
respect Stacey (2007) also draws the conclusion that both transformational and transactional
leadership styles have positive effects on the affective and normative commitments. Weber
and Keloway, too, in their 1996 study concluded that the transformational leadership style
promotes the organizational affective commitment. This occurs while findings of Bycio and
Hackett in their research carried out on the relationship between the transformational
leadership style and three types of commitment among the medical nurses implied that even
though the transformational leadership style is of positive relationship with three affective,
continuance and normative commitments but its relation with the affective one is far stronger
than the other two. [32]. It is notified that Tung in his 2005 study also stipulated that the
transformational leadership style is of meaningful positive relationship with the staff
organizational commitment and at the same time he rejected any relationship between the
transactional leadership style and the organizational commitment. [33]. Most of the
researches carried out on the personality traits and the leadership styles have been carried out
based on the 5 element model. Judge and Bono in their study in 2002 on meta-analysis of the
relationship between personality traits and the leadership styles drew the conclusion that all
studies so far carried out in this respect have been implying that anger is negatively related to
effective leadership style while extroversion, openness to experience, agreeableness and
consciousness are directly related to the effective leadership style. Their findings also are
implying that according to most of these studies agreeableness is of the most positive
relationship with the effective leadership [34]. In 2008 Franceour concluded that personality
traits are playing a vital role in predicting the leadership style among the staff. Also in 2007
Crespo in his study on the relationship between dimensions of the 5 element personality
model and the effective leadership style concluded that conscientiousness, openness to
experience and extroversion are largely related to the effective leadership style [36]. More
over Frey in his 2007 study reached a conclusion similar to that of Franceour stipulating that
personality traits can used as an effective element in prediction of the managers' leadership
styles [37].
3-Research Conceptual Model
The research conceptual model is indicative of the relationships between variables. In the
present research two transformational and transactional leadership styles as independent
variables, three dimensions of the organizational commitment as the dependent variables and
the personality as the moderating variable were used. The research conceptual model has
been displayed in the Figure No.2
Figure No.2- Research Conceptual Model

4-The Community and the Research Statistical Sampling

The Statistical community for the present research included all staff of the State Retirement
Organization of the Islamic Republic of Iran. Total number of the State Retirement
Organization personnel is about 380. After identification of the personnel involved in the
research 220 questionnaires were distributed among the personnel in the simple random
sampling method. Out of the 220 questionnaires returned, 190 questionnaires were confirmed
for analysis.
5- Data collection tools
For collecting required data for the sake of the present research relevant questionnaires were
distributed among the participants. For this purpose 3 different questionnaires were
distributed among members of the statistical community. The questionnaires included the
personality type questionnaire, the Meyer and Allen organizational commitment
questionnaire and the transactional and transformational leadership styles questionnaire. In
the personality type questionnaire which has already been used in many researches and
included 15 questions the Likert Scale was applied. In the Meyer and Allen organizational
commitment questionnaire which included 24 questions the Likert Scale was applied as well.
This questionnaire was to assess three dimensions of the affective, continuance and
normative commitments of the staff. The third questionnaire used for the present research
was the transactional and transformational leadership styles questionnaire. This questionnaire
which included 43 questions and was prepared based on the Likert Scale was to assess two
transactional and transformational leadership styles.
6- Research Validity and Reliability

For collecting the data required by the present research different questionnaires were
distributed among members of the statistical community. Since the three questionnaires used
in the present research have already been independently applied in many other researches in
Iran their validity had already been confirmed accordingly. But for assessment of the
reliability of the tools and means used in the present research the Cronbach Alpha Coefficient
was applied. The Cronbach Alpha Coefficient calculated for the questionnaires used in the
present research were as follows:
The personality type questionnaire: Cronbach Alpha 0.897
The Meyer and Allen Organizational Commitment questionnaire: Cronbach Alpha 0.905
The transformational and transactional leadership styles questionnaire: Cronbach Alpha
0.906
Since the Cronbach Alpha Coefficients in the three above-mentioned questionnaires were
above 70% then we could claim that the research tools and means enjoyed high reliability.
7- Statistical methods used in the research

For the present research and for confirmation and rejection of the research hypotheses the
structural equation modeling and for investigation of the moderating effect of the personality
variable the Baron and Kenny test were applied.
8- Data analysis
Then moderating nature of the personality was discussed and it was confirmed or rejected
accordingly. The moderating variable (like Z) was considered as a variable which correlated
with another variable (like X) in describing the changes and developments of a dependent
variable (like Y). In other words if the moderating variable of Z was to change we would
witness regulated changes in the relationship between two independent and dependant
variables as well.

First stage
To study existence of the relationship between the primary variable X and the secondary
variable Y; the relationship between the leadership style and the organizational commitment
was discussed. Table No.1 indicates the data relating to the said relationship based on the
meaningful Beta test in the linear regression:
1- Meaningful Beta test in linear regression
Factor Value Meaningful surface

Beta coefficient in linear 0.441 0.001
regression
Correlation coefficient(R) 0.330
Second stage
To study existence of the relationship between the primary variable X (as dependant variable)
and mediating variable (as dependent variable); the relationship between the leadership style
and the personality based on the meaningful Beta linear regression was discussed. Table No.2
indicates the data relating to this test.
2- Meaningful Beta test in linear regression

Factor Value Meaningful surface
Beta coefficient in linear 0.458 0.001
regression
Correlation coefficient(R) 0.346
Third stage
To study concurrent effects of the mediating variable and the independent variable on the
dependant variable; for this purpose the effects of the personality variable and the leadership
style on the organizational commitment based on the Beta meaningful test in multiple
regression was discussed. Table No.3 indicates the data resulted from the test.
3-Meaningful Beta test in linear regression

factor Value Meaningful surface
Beta coefficient of the 0.266 0.001
Leadership style
variable in the linear
regression
Beta coefficient of the 0.382 0.001
personality variable in
the linear regression
Correlation 0.445
coefficient(R)

Fourth stage
To study relationship between the independent and dependant variables by use of the
mediating variable control; the main purpose of this stage was to prove that the mediating
variable is of absolute mediating attribute. In other words by control of the mediating effect
on the relationship between the dependant and independent variables value of this
relationship shall be equal to 0.
As it is witnessed all the first three stages were confirmed. The fourth stage also confirmed
in order to have the personality variable as a complete mediating variable. Therefore given
confirmation of all the said four stages the personality variable could be considered as
complete mediating variable. Then we should find out value of this effect.
With the purpose of calculating the value of the mediating variable on the relationship
between two dependant and independent variables we should calculate C-C value; which
comes next:
C
Leadership style Organizational
Commitment
B=0.441
Personality
a b
B=0.458 B=0.382
Leadership style C' Organizational

B=0.266 commitment
Value of the effect stood at 0.441-0.266 which was equal to 0.175. It is worth mentioning that
value of the effect can be calculated through a*b.
In continuation and given the research conceptual model and with the purpose of
investigating the hypotheses relating to relationship orientation of the dependant and
independent variables the Lisrel software and the path analysis method were used. As
demonstrated in the Figure No.3 we can see in the meaningful path model, relationships
among all independent variables were directly observed with the purpose of identifying the
variables relating to the organizational commitment. This helped us to clarify those variables
which were in direct relation with the organizational commitment (Figures and numbers have
been stated in Table No.5 as enclosed)

Figure No.3-Path Modeling on the direct relationship between the research variables given
the standard estimation.
Current status Assessment Criteria Index

210643 The smaller the better )Chi-Square( 2
2123 Above 0 )Degree of freedom ( df
0.9 Below 3 2 / df
Meaningful ( p - Value
0.001 -
)surface
Root mean square ( RMSEA
0.036 Below 0.08 )error of approximity
0.94 Above 0.9 )Goodness of fit index( GFI
Adjusted goodness of ( AGFI
0.94 Above 0.9
)fit index
Table No.6-Suitability or fitness of the model

The relationship between the leadership style and the organizational commitment among the
State Retirement Organization staff has been displayed as follows:
Figure No.4 The path modeling for the direct relationship of the research variables in a meaningful
manner
As it has been demonstrated in figure No.4 we concluded that all the coefficients resulted
have become meaningful because value of the meaningful test of every single of them is
above 2 and below -2.
Next you may find the display of the main hypothesis of the structural models in view of the
standard coefficients and meaningfulness.
Figure No.5-The path modeling on the direct relationship among research variables in
appraisal standard conditions

Next you may find the display on the relationship between the leadership styles and the
organizational commitment of the State Retirement Organization in meaningful conditions.
Figure No.6-Path modeling for direct relationship among variables in meaningful conditions
As it has been demonstrated in figure No.6 it has been concluded that all the coefficients
resulted have become meaningful because value of the meaningful test of every single of
them is above 2 and below -2.
Path analysis of the Leadership style and organizational commitment relationship modeling
With the purpose of studying the model on the relationship of the leadership style and the
organizational commitment among the State Retirement Organization staff the Lisrel
software and the path analysis method were used.
Within the above- mentioned model relations between different components were identified
as follows:
Relationship between the Transactional leadership style and the Organizational commitment
and its dimensions
The transactional leadership style variable is of direct and positive relationship with the
affective commitment (=0.63, t=9.65,P<0.05), with the continuance commitment (= 0.58,
t=8.27, P<0.01), with normative commitment (=0.43, t=5.98, P<0.05) and with the
organizational commitment variable (=0.56, t=5.10, P<0.01).
Relationship between the transformational leadership with the organizational commitment
and its dimensions
The transformational leadership style variable is of direct and positive relationship with the
affective commitment (=0.55, t=7.90, P<0.01), with the continuance commitment (= 0.29,
t=3.62, P<0.29), with normative commitment (=0.47, t=6.11, P<0.05) and with the
organizational commitment variable (=0.48, t=3.32, P<0.01).

Meaningfulness T Standardized Direct relationship of variables in the

Meaningfulness
surface value value model
Affective
Yes P>0.01 9.65 0.63
commitment
Continuance Transactional
Yes P>0.01 8.27 0.58
commitment leadership style
Normative
Yes P>0.01 5.98 0.43
commitment
Affective
Yes P>0.01 7.90 0.55
commitment
Continuance Transformational
Yes P>0.05 3.62 0.29
commitment leadership style
Normative
Yes P>0.01 6.11 0.47
commitment
Transactional Organizational
Yes P>0.01 5.10 0.56
commitment commitment
Table No.7- Values of the relationships between independent variables and the relevant
dimensions with the independent variable modeling
Analysis of the results

Research hypotheses on the relationship between the transformational leadership style and
the organizational commitment and its dimensions
The first main hypothesis:

With respect to the first main hypothesis on the relationship between transformational
leadership style and the organizational commitment the standardized coefficient for this path
(=0.48), the meaningfulness (3.32) and the 95% confidence (with meaningfulness above
2.58) all were indicative of a positive relationship between the transformational leadership
style and the organizational commitment. In other words if managers adopt transformational
leadership style the organizational commitment will be promoted accordingly.
2- First minor hypothesis:
With respect to the first minor hypothesis on the relationship between

transformational leadership style and the affective commitment the standardized
coefficient for this path (=0.55), the meaningfulness (7.92) and the 99% confidence
(with meaningfulness above 2.58) all were indicative of a positive relationship
between the transformational leadership style and the affective commitment. In other
words if managers adopt transformational leadership style then the affective
commitment will be promoted accordingly.
3- Second minor hypothesis:
With respect to the second minor hypothesis which on the relationship between
transformational leadership style and the continuance commitment the standardized
coefficient for this path (=0.29), the meaningfulness (3.62) and 95% confidence (with
meaningfulness above 2.58) all were indicative of a positive relationship between the

transformational leadership style and the continuance commitment. In other words if

managers adopt transformational leadership style then the continuance commitment will
be promoted accordingly.
4- Third minor hypothesis:
With respect to the third minor hypothesis which on the relationship between
transformational leadership style and the normative commitment the standardized
coefficient for this path (=0.47), the meaningfulness (6.11) and 99% confidence (with
meaningfulness above 2.58) all were indicative of a positive relationship between the
transformational leadership style and the normative commitment. In other words if
managers adopt transformational leadership style then the normative commitment will be
promoted accordingly.
Research hypotheses on the transactional leadership style and the organizational

commitment and its dimensions
With respect to the second main hypothesis on the relationship between transactional
leadership style and the organizational commitment the standardized coefficient for this
path (=0.56), the meaningfulness (5.10) and 99% confidence (with meaningfulness
above 2.58) all were indicative of a positive relationship between the transactional
leadership style and the organizational commitment. In other words if managers adopt
transactional leadership style then the organizational commitment will be
promotedaccordingly.
2- First minor hypothesis:

leadership style and the affective commitment the standardized coefficient for this path
(=0.63), the meaningfulness (9.65) and 99% confidence (with meaningfulness above
2.58) all were indicative of a positive relationship between the transactional leadership
style and the affective commitment. In other words if managers adopt transactional
leadership style then the affective commitment will be promoted accordingly.
3-Second minor hypothesis:

leadership style and the continuance commitment the standardized coefficient for this
path (=0.5829), the meaningfulness (8.27) and 95% confidence (with meaningfulness
above 2.58) all were indicative of a positive relationship between the transactional
leadership style and the continuance commitment. In other words if managers adopt
transactional leadership style then the continuance commitment will be promoted
accordingly.
4-Third Minor hypothesis:
leadership style and the normative commitment the standardized coefficient for this path
(=0.43), the meaningfulness (5.98) and 99% confidence (with meaningfulness above
2.58) all were indicative of a positive relationship between the transactional leadership
style and the normative commitment. In other words if managers adopt transactional
leadership style then the normative commitment will be promoted accordingly.

Next, given the data acquired from our research, Table No.8 contains confirmation or
rejection of different hypotheses in the research as follows:
Relationship
Standardized
Conclusion t value
value Hypothesis
Direct
First main hypothesis: Relationship between
Confirmed 3.32 0.48 transformational leadership style and
organizational commitment
Second main hypothesis: Relationship between
Confirmed 5.10 0.56 transactional leadership style and organizational
commitment
First minor hypothesis: Relationship between
Confirmed 7.90 0.55 transformational leadership style and affective
commitment
Second minor hypothesis: Relationship between
Confirmed 3.62 0.29 transformational leadership style with
continuance commitment
Third minor hypothesis: Relationship between
Confirmed 6.11 0.47 transformational leadership style and normative
commitment
Fourth minor hypothesis: Relationship between
Confirmed 9.65 0.63 transactional leadership style and affective
commitment
Fifth minor hypothesis: Relationship between
Confirmed 8.27 0.58 transactional leadership style and continuance
commitment
Sixth minor hypothesis: Relationship between
Confirmed 5.98 0.43 transactional leadership style and normative
commitment
Table No.8 Final path modeling

As we can see in Table No.8, all the hypotheses have been confirmed.
9-Conclusion
The present research intended to firstly investigate the organizational commitment and
transactional and transformational leadership styles as well as the personality traits from a
theoretical point of view. Then a model was designed on the said concepts and its
dimensions and its relationships within the State Retirement Organization were discussed.
After analysis of all the data required from the research it was concluded that between all
independent variables within our model (transactional and transformational leadership
styles) and three dependent variables (affective, continuance and normative
commitments) there exist a direct and positive relationship. Also by studying the
moderating effect of the personality variable it was also concluded that the personality
variable is of moderating effect towards the three variables of affective, normative and
continuance commitments. In the end it is suggested that all scholars and researchers shall
study moderating effect of other variables on our model testing it within private
organizations as well.

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Effect of the Leadership Styles on the Organizational Commitment Given

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2-1-1-Organizational Commitment Dimensions

B) Behavioral Commitment: This commitment is regarding the commitment as a more

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2-1-1-2-Three dimensional approach:

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2-2-1 Transactional leadership

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Figure No.1-Transformational and transactional leadership style

2-3- Personality traits

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Figure No.2- Research Conceptual Model

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4-The Community and the Research Statistical Sampling

6- Research Validity and Reliability

7- Statistical methods used in the research

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1- Meaningful Beta test in linear regression

Factor Value Meaningful surface

2- Meaningful Beta test in linear regression

3-Meaningful Beta test in linear regression

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Leadership style C' Organizational

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Current status Assessment Criteria Index

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Meaningfulness T Standardized Direct relationship of variables in the

Analysis of the results

The first main hypothesis:

2- First minor hypothesis:

With respect to the first minor hypothesis on the relationship between

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transformational leadership style and the continuance commitment. In other words if

Research hypotheses on the transactional leadership style and the organizational

2- First minor hypothesis:

3-Second minor hypothesis:

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Table No.8 Final path modeling

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