published_or_final_version / abstract / Business / Doctoral / Doctor of Philosophy

Organizational commitment and transformational leadership have been found to correlate positively with each other and with organizational effectiveness. However, much of the commitment research has been based on traditional organizations with employment relationships, raising questions as to whether the research can be generalized to voluntary organizations. Research on transformational leadership has occurred across a broad spectrum of organizations and causal links to objective measures of performance have been hypothesized. The purpose of this research was to extend the existing commitment, leadership, and organizational effectiveness research into the context of a voluntary organization, and contribute new knowledge and understanding of these relationships. The nature of a specific voluntary organization, the Corps of Cadets at Texas A&M University, was examined in terms of the relationships among affective commitment to the organization, transformational leadership style, and ultimately organizational effectiveness. A hypothesized causal model was proposed to explain the relationships among these three variables. The Affective Commitment Scale and Multifactor Leadership Questionnaire were found to be valid and reliable in the voluntary organization examined. Consistent with prior research, a significant positive correlation was found between affective commitment and transformational leadership. However, extending this relationship to organizational effectiveness through the hypothesized causal model was not supported.

Organizational commitment and transformational leadership have been found to correlate positively with each other and with organizational effectiveness. However, much of the commitment research has been based on traditional organizations with employment relationships, raising questions as to whether the research can be generalized to voluntary organizations. Research on transformational leadership has occurred across a broad spectrum of organizations and causal links to objective measures of performance have been hypothesized. The purpose of this research was to extend the existing commitment, leadership, and organizational effectiveness research into the context of a voluntary organization, and contribute new knowledge and understanding of these relationships. The nature of a specific voluntary organization, the Corps of Cadets at Texas A&M University, was examined in terms of the relationships among affective commitment to the organization, transformational leadership style, and ultimately organizational effectiveness. A hypothesized causal model was proposed to explain the relationships among these three variables. The Affective Commitment Scale and Multifactor Leadership Questionnaire were found to be valid and reliable in the voluntary organization examined. Consistent with prior research, a significant positive correlation was found between affective commitment and transformational leadership. However, extending this relationship to organizational effectiveness through the hypothesized causal model was not supported.

Thesis (M.S.) -- University of Texas at Arlington, 2009.

Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references (leaves 166-176). Available also in a digital version from Dissertation Abstracts.

This research is designed to explore factors that influence success and failure of organisational change management as perceived by managers in Malaysia. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2003.

Thesis (Ph. D.)--University of Hong Kong, 2007. / Also available online.

Thesis (M. P. A.)--Texas State University-San Marcos, 2007. / "Summer 2007." Includes bibliographical references (leaves 124-128).

Thesis (Ph.D.)--University of Adelaide, Adelaide Graduate School of Business, 2004. / "June 2004" Title from t.p. on PDF file; viewed 29 June 2005. Includes bibliographical references. Also available in a print form.