起業家精神と組織管理

Perception of Leadership Style on Organizational Commitment: A Comparison of Ethnic Minority and Non-minority Employees within Tribal Colleges and Universities (TCUs)

Abstract

Amber M Henderson

Purpose: This study compares the perception of leadership style and its relationship to organizational commitment among ethnic minority (Native American) and non-minority employees within Tribal Colleges and Universities (TCUs). Design: Multiple linear regression models were used to analyze 262 survey responses based on data gathered through a demographic questionnaire, the Multifactor Leadership Questionnaire (MLQ 360 Form 5X Short) developed by Avolio and Bass (2004), and the Three-Component Model of Organizational Commitment from Meyer and Allen’s (1991) Organizational Commitment Questionnaire (OCQ). Each of the leadership styles were then included in multiple regressions against each of the organizational commitment subscales. Findings: The findings reveal a difference in relationship between perceived leadership style of the supervisor and continuance commitment of the subordinate among the ethnic minority and non-minority respondents. The minority respondents indicate a statistically significant negative relationship between leadership and continuance organizational commitment. Whereas, non-minority respondent indicates a non-significant relationship between leadership and continuance commitment. Originality/value: The study provides the first assessment between perceived leadership styles and organization commitment within the cross-cultural context of TCUs. This may be an incentive for training practices conducive to leadership styles which have a stronger relationship among different levels of employee commitment. More importantly, this paper helps bridge the gap between current researches on these variables in relation to a non-dominant societal perspective.