les. But actually all researchers agree with the fact that only transactional leadership is outdated. 'Managers who behave like transformational leaders are more likely to be seen by their colleagues and employees as satisfaction and effective leaders than are those who behave like transactional leaders' (Bass,1990).
As mentioned above transactional leaders can be effective in clarifying the expectations and organizational objectives, but in the long run it's ineffective and counterproductive.
Bass (1990) also argued that you need to operate as a transformational leader to improve the performance of employees.
Several researchers pointed out that there is a positive relationship between transformational leadership and performance, reported in the literature. (Avolio et al., 2003). As mentioned above, in the introduction, commitment is one of the factors that has an influence on the performance.
Chapter 2: Commitment
This chapter will cover the concept of commitment. Mowday, Porter, and Dubin (1974) suggested that 'highly committed employees may perform better than less committed ones' This further demonstrates that commitment needs to be investigated. In the first paragraph will be explained what commitment actually is according to several researchers. In the second paragraph, the question that will be answered is how commitment can be measured. Finally, a short conclusion about commitment will be given.
2.1 What is commitment?
There is a great amount of research done about commitment. It is impossible to give one definition about commitment. Every researcher has his own approach towards commitment, they all have their own interpretation. In this research commitment will be described using uni-dimensional commitment and multi-dimensional commitment.
2.1.1 Uni-dimensional commitment
One of the first researches from Mowday, R.T. , Steers, R.M. and Porter, L.W. (1979) argued that many of these definitions focus on commitment-related behaviors. 'For example when we talk about someone becoming 'bound by his actions' or 'behaviors that exceed formal and/or normative expectations,' we are in effect focusing on overt manifestations of commitment' (Mowday et al., 1979).
Several researchers described affective commitment in terms of an attitude, as mentioned in the introduction. 'The identity of the person (is linked) to the organization' (Sheldon, 1971, p. 143) or when 'the goals of the organization and those of the individual become increasingly integrated or congruent' ( Hall et al., 1970 p. 176)
Cohen (2007) argued that affective commitment is highest and deepest form of the organizational commitment.
Further on in this paper commitment will be measured, so only the definition of Porter will be discussed. According to Porter an employee is committed to an organization when he or she identifies themselves with the organization and he or she is involved in the organization. Mowday et al. ( 1979) defined three characteristics related to commitment:
a strong belief in and acceptance of the organization's goals and values.
a willingness to exert considerable effort on behalf of the organization.
a strong desire to maintain membership in the organization.
2.1.2 Multi-dimensional commitment
The description of uni-dimensional commi
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