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To measure affective, continuance and normative commitment, Meyer & Allen developed the Three-Component Organizational Commitment Scale. It measures the three different components of the Multi-dimensional commitment. This model appears to be a reliable scale to measure commitment.

A positive organizational and occupational commitment lead to performance improvements and low staff turnover. This could be a very interesting outcome for organizations and managers.

Chapter 3: Commitment and leadership
As mentioned in the introduction transformational leadership has a positive connection with organizational commitment. (Avolio et al., 2004).

In the two foregoing chapters of this research leadership and commitment is discussed. In the first paragraph the connection between leadership and commitment will be described. Additionally will be explained what exactly this connection is and an answer on the main question of this research will be given: What is the influence of leadership on the commitment of employees?

3.1 Connection between leadership and commitment
The following chapter will provide information about the link between commitment and leadership. First, shortly will be explained which connection there is between leadership and commitment according to the two foregoing chapters.

Commitment is one of the factors that have an influence on the performance. And as mentioned in a foregoing chapter, several researches pointed out that there is a positive relationship between transformational leadership and performance, reported in the literature (Avolio et al., 2003, 2004). Bass (1990) also argued that you need to operate as a transformational leader to improve the performance of employees.

Thus, the conclusion that transformational leadership has an influence on the organizational commitment can be made. Transactional leadership will not be discussed in this chapter, because researches cannot find a positive connection between transactional leadership and organizational commitment. As mentioned above transactional leadership is ineffective en counterproductive on the long run.

3.2 Transformational leadership and affective commitment
Earlier research points out that it is mainly the part of affective commitment of an employee who is related to various organizational issues as leadership. (Purcell & Hutchingson, 2007). As mentioned in the foregoing paragraph there is only a positive connection between transformational leadership and commitment. Thus, this review will only cover the part of transformational leadership and his connection with affective commitment.

According to Truckenbrodt (2000) appears that a high quality of exchange between leader and employee lead to a high organizational commitment. And a low quality of exchange lead to a low organizational commitment. In practice, a high quality of exchange means that a leader gives an employee responsibility. A leader involves the employee in the decision making and gives him autonomy. Several researchers pointed out that a high quality relationship between a leader and an employee creates more commitment among the employees. (Gernster and Day, 1997) (Basu en Green, 1997)

As mentioned earlier in this paragraph, there is a positive connection between affective commitment and transformational leadership. Which means that when