The purpose of this study is to examine the effect of leadership style on the affective commitment \r\nto change, moderated by the organisational culture. The research adopts both qualitative and \r\nquantitative approaches through a survey with 371 employees of public organisations in Yemen, as \r\nwell as interviews with the managers. The findings showed that the transformational leadership \r\nwas positively related to the employee�s affective commitment to change; similar to the \r\ntransactional leadership that was positively related to the affective commitment to change. The \r\nresults showed that organisational culture had positively moderated the relationship between the \r\nleadership styles and employee affective commitment to change. Finally, the findings revealed that \r\nthe transactional leadership was a strong predictor to affective commitment to change compared \r\nwith the transformational leadership.
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