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Employee affective commitment to change, leadership styles and organisational culture: A case of Yemen public sector


Gelaidan, Hamid Mahmood and Ahmad, Hartini (2011) Employee affective commitment to change, leadership styles and organisational culture: A case of Yemen public sector. In: 16th International Business Information Management Association Conference, 29-30 June 2011, Kuala Lumpur, Malaysia.

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Abstract

The purpose of this study is to examine the effect of leadership style on affective commitment to change, moderates by the organisational culture.The research adopts both qualitative and quantitative approaches through survey with 371 employees of public organisations in Yemen, as well as interviews with the managers. The findings showed transformational leadership was positively related to the employee’s affective commitment to change; similar to the transactional leadership was positively related to the affective commitment to change. The results showed organisational culture had positively moderate the relationship between the leadership styles and employee affective commitment to change. Finally, the findings revealed the transactional leadership was a strong predictor to affective commitment to change compared with the transformational leadership.

Item Type: Conference or Workshop Item (Paper)
Additional Information: ISBN: 978-0-9821489-5-2
Uncontrolled Keywords: Leadership, commitment to change, organisational culture, Yemen
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Tunku Puteri Intan Safinaz School of Accountancy (TISSA)
Depositing User: Prof. Madya Dr. Hartini Ahmad
Date Deposited: 26 Dec 2011 08:07
Last Modified: 24 Apr 2016 02:14
URI: http://repo.uum.edu.my/id/eprint/4218

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