STRATEGIES, ORGANIZATIONAL COMMITMENT AND LEADERSHIP STYLES IN SMEs

Abstract

Among the practitioners as well as among the researchers in the field of management, the theme of leadership enjoys a boundless and special interest. Regarding the results of the management within the SMEs, a very important role is played by the management. The aim of this paper is to examine the relationship between organizational commitment and the leadership dimensions of Bass (1985) (transactional, transformational and laissez faire) but also several outcome variables (leadership efficiency, employee satisfaction with the leader, additional effort employees). According to the methodology and approach, this is a systematic review of the literature. This review describes the Full Range Leadership Model (Bass, 1985) and the conceptual framework, which include laissez-faire leadership, transactional leadership, and transformational leadership. In this section, the characteristics and abilities of transformational leaders were discussed. The leadership section concludes with discussions of previous research on transformational leadership. This review also provides an analysis of the literature on organizational engagement. The various definitions of organizational commitment as well as the three components of the commitment model are set out. The paper presents the results and antecedents of organizational commitment resulting from previous research and concludes with a discussion related to the impact of transformational leadership on the organizational commitment of employees.