Collective Leadership and Employee Commitment: A Theoretical Review

Managing the workforce has become a serious challenge during this era. Therefore, this study investigates how employee commitment could be improved through collective leadership. Extant literature that supported this were reviewed and found that collective leadership has played a significant role in organizational performance especially as it improves employee work behaviour. Although, there is less research studies that examine collective leadership and employee commitment in literature. However, this paper made attempt to bridge this gap in literature by adopting two dimensions of collective leadership with respect to two measures of employee commitment. The study also examines Leader–Member Exchange theory and Social Identity Theory that support the concepts. After critical review of past literature, the study conclude that collective leadership can improve employee commitment only when leaders ensure effective communication, build Leader-Team Exchange and engage in network development that will facilitate the awareness of expertise and distribution of roles within the company. Considering the above, the study recommended that management ought to adopt the concept of collective leadership by ensuring effective communication flow vertically and horizontally. They should develop Leader-Team Exchange and build both the team's network as well as the leader’s individual network to improve employee commitment.