The Effects of Transformational and Transactional Leadership on Organizational Commitment: A Study in the Marble Industry

Abstract

Purpose – The purpose of this study is to examine the effects of transformational and transactional leadership styles on organizational commitment in enterprises operating in the heavy and hazardous industry using a quantitative research approach. The study aims to reveal the role of leadership behaviors in shaping employees’ organizational attitudes and commitment levels in sectors characterized by high physical risk.
Design/methodology/approach – The research was conducted with 399 employees working in marble industry enterprises located in Afyonkarahisar, Türkiye. Data were collected using the Multifactor Leadership Questionnaire (MLQ) developed by Bass and Avolio and the organizational commitment scale developed by Meyer and Allen, which measures affective, continuance, and normative commitment. The collected data were analyzed using SPSS 25.0. Reliability analysis, exploratory factor analysis, Pearson correlation analysis, as well as simple and multiple linear regression analyses were employed.
Results – The findings indicate that transformational leadership has a strong and statistically significant effect on organizational commitment. Transactional leadership was also found to have a statistically significant, though moderate, effect on organizational commitment. Specifically, the idealized influence, intellectual stimulation, and individualized consideration dimensions of transformational leadership, as well as the contingent reward and passive management-by-exception dimensions of transactional leadership, were identified as significant predictors of organizational commitment.
Discussion – When evaluated within the framework of the relevant literature, the findings demonstrate that transformational leadership behaviors play a critical role in enhancing employee commitment in heavy and hazardous work environments. Leadership approaches that focus on employees’ psychological and organizational needs appear to be more effective in strengthening organizational commitment in high-risk sectors. In this respect, the results of the study are expected to contribute to the development of leadership practices and the formulation of human resource policies in industries characterized by high levels of occupational risk.