BUSINESS RESEARCH METHODS

FINAL PROJECT REPORT

"THE IMPACT OF LEADERSHIP STYLES & COMMUNICATOR’S
COMPETENCY ON ORGANIZATIONAL COMMITMENT IN THE
PHARMACIE i.e. (Care, Servaid and Life Pharma) of Faisalabad,
PAKISTAN”

SUBMITTED BY
023
 AHMAD NAUMAN
 MAAZ AHMAD 025
 SAAD UR REHMAN 026
 M.YOUSAF NASEEM 042

SUBMITTED TO:
PROF DR. BILAL AHMAD
CLASS: MBA S4/B
 Table of Contents
ACKNOWLEDGEMENT ................................................................................................... 3
Abstract ................................................................................................................................ 5
1. Introduction: .................................................................................................................... 6
1.1 Research Question.................................................................................................. 7
1.2 Identification of Gap .............................................................................................. 7
1.3 Objectives............................................................................................................... 8
1.4 Observations........................................................................................................... 8
2. Literature Review .......................................................................................................... 10
2.1 Leadership Styles ..................................................................................................... 10
2.2 Communicator’s Competency ................................................................................. 14
2.3Organizational Commitment: ................................................................................... 17
3. Research Model ............................................................................................................. 21
3.1Definitions of the variables: ..................................................................................... 21
Independent variable.................................................................................................. 21
3.1.1 Task Leadership ................................................................................................ 21
3.1.2 Relational Leadership: ...................................................................................... 21
3.1.3 Communicator’s Competency .......................................................................... 21
Dependent variables .................................................................................................. 22
3.1.4 Organizational Commitment ............................................................................ 22
4. Research Methodology .................................................................................................. 22
4.1 Type of Study ...................................................................................................... 22
4.2 Sampling Technique and sample size ............................................................... 22
4.3 Data Collection Method (Procedure)................................................................... 22
4.4 Instrument Design (Measures) ............................................................................ 23
5. Results: .......................................................................................................................... 24
5.1 Data analysis ........................................................................................................ 24
Table 5.1Tests of Normality ...................................................................................... 24
Table 5.1.2 Reliability Statistics ................................................................................ 24

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 Table 5.3 Reliability Statistics ................................................................................... 24
Table 5.4 Reliability Statistics ................................................................................... 25
Table 5.5 Reliability Statistics ................................................................................... 25
Table 5.6 Descriptive Statistics ................................................................................. 25
5.7Simple Regression analysis .................................................................................. 26
Table 5.7 Model Summary ........................................................................................ 26
Table 5.8 Anovaa ....................................................................................................... 26
Table 5.9 Coefficientsa .............................................................................................. 27
6. Hypotheses: ................................................................................................................... 28
7. Results/ discussion ......................................................................................................... 28
8. Limitations ..................................................................................................................... 29
9. Conclusions ................................................................................................................... 29
10. References: .................................................................................................................. 30
11. Appendixes…………………………………………………………………………..34

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 ACKNOWLEDGEMENT
First of all we are thankful to Almighty Allah who in spite of all our weaknesses
enabled us for this type of project.
We are also indebted to our course instructor “DR. BILAL AHMAD” for his kind
of guidance and supervision. Under his direction we get the opportunity to polish
our concealed qualities and skill moreover, their timely help paved a way for us to
complete our work. It was surely their method of teaching & eagerness for imparting
knowledge that we did not find much difficulty to give in to our thoughts and
information. He motivated us to work hard and to achieve high-level performance.
The development of this project has enabled us to better understand the contents of
the course. We feel highly privilege to ascribe the most and ever burning flame of
our gratitude and deep scene of devotion to dr. Bilal ahmad who taught us
“BUSINESS RESEARCH METHODS” with heart and also give guidelines to this
work.

Further on, we are grateful to our parents it is the result of their prayers that we are
succeeded for what we have did today.



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We dedicate this project to our highly regarded course instructor “Dr. Bilal Ahmad”

who provided us with all the guidelines to prove ourselves. We are grateful to him for

giving us this opportunity to explore new dimensions which will help us in a long run. He

guided us and taught us with different techniques, which enabled us to complete this

project, as well as for unconventional style of teaching and maintaining very open and

competitive atmosphere within the class, which made the subject very interesting for us the

most important thing is that the knowledge which we have studied in our subject was all

that same which we have to apply practically.

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 "THE IMPACT OF LEADERSHIP STYLES & COMMUNICATOR’S COMPETENCY ON
ORGANIZATIONAL COMMITMENT IN THE PHARMACIE i.e. (Care, Servaid and Life
Pharma) of Faisalabad, PAKISTAN”

Abstract

Impact of Leadership Styles and Communicator’s Competency on Organizational

Commitment in the Pharmacies i.e. (Care, Servaid and Life Pharma) of Faisalabad
Pakistan, has been done to assess the current leadership styles, the commitment level of the
employees and the gap between the supervisors and the employees due to the lack of
communication. The reason behind conducting this study was to check the direct
relationship between the dependent (Organizational Commitment) and independent
variable (Leadership Styles i.e. Task leadership and relational leadership) and
(Communicator’s Competency).

The methodology that we used for research information included simple random sampling
because of the time and cost constraints. A cross sectional survey was floated to our chosen
pharmacies located in Faisalabad Pakistan. The study population was employees. The
questionnaires floated were about 50 and the response obtained was 50 out of which 9 were
invalid, so the responses used for the data analysis were 41 and were investigated through
the SPSS. With the empirical findings of the research it was revealed that the task
leadership style has statistically insignificant impact on the organizational commitment and
relational leadership style and communicator’s competency has statistically significant
impact on the organizational commitment

Keywords: task leadership, relational leadership, communicator’s competency,

organizational commitment

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1. Introduction:
The wide topic of our study is to observe,

“The Impact of Leadership Styles & Communicator’s Competency on Organizational

Commitment in the pharmacies (Care, Servaid and Life Pharma) of Faisalabad Pakistan.

Studies have been done on leadership behavior in past two decades. There has been various
research studies, books and theorists which have highlighted the relationship among the
three illustrated above.

Firstly, throwing light on the history of conducted researches, we deeply observe that the
Relational leadership is a relatively new term in the leadership literature, and because of
this, its meaning is open to interpretation (Mary Uhl Bien, 2006).Secondly, successful Task
Oriented Leaders are instrumental in contributing to their groups effectiveness by setting
goals, allocating labor, and enforcing sanctions (Bales, 1958a). Therefore, the success of
any organization is dependent upon the collection of individuals including leaders and
subordinates and the amount of effort each individual put into it (Hughes, 2005).
Furthermore, Cushman and Craig (1976) argued that communicator’s competence involves
the ability of individuals to display competencies in areas such as listening and negotiating.
Leaders also differ in the extent to which they pursue a human relations approach and try
to maintain friendly, supportive relations with their followers. Those with a strong concern
are identified as relations oriented (Katz, Maccoby, & Morse, 1950).

Leaders differ in their concern for the groups' goals and the means to achieve those goals.
The ones with a strong concern are considered to be task oriented (Bass, I967b; Fiedler,
I967a). Competent interaction can be viewed as a form of interpersonal influence, in which
an individual is faced with the task of fulfilling communicative functions and goals
(effectiveness) while maintaining conversational and interpersonal norms
(appropriateness) (Spitzberg and Cupach, 1981).Communication is necessary for the leader
as well as for the organization to be well organized and efficient.

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Organizational Commitment can be explained as a situation in which an individual holds
his particular interests in an organization with and an aim to maintain his place in the
organization (Yiing and Ahmad, 2009). (Burke et al. 2006) has organized various
parameters of theoretical and empirical studies. Thus, he looked at the effects of leadership
behaviors through multiple dimensions, including breaking down the specifics of task-
oriented and relationship-oriented leadership into subgroups such as initiating structure,
consideration, and empowerment. Some of the benefits of the task and relational-oriented
leadership styles mentioned by (Chris Anzalone, 2001)such as task oriented leadership is
highly rational, systematic and has a strong understanding of how to get the job done by
focusing on the essential workplace measures. On the other hand, relational-oriented
leadership observes the significance of tasks but also places a remarkable amount of time
and focus on meeting the needs of everyone.

1.1Research Question
Do leadership styles (task and relational) and communicators competency will have an
impact on the organizational commitment level of employees in the pharmacies of
Pakistan?

1.2Identification of Gap
The gap identified through various research papers is that very little research has been done
on the pharmacies of Pakistan. Major focus in previous studies was on transformational,
transactional and laissez faire leadership styles. Moreover, the relationship between the
chosen variables i.e. task-oriented, relational-oriented leadership style, communicator’s
competency and organizational commitment has not been analyzed.

Aim of our study is to give an applied and comprehensive view on the effect of leadership
styles and communicator’s competency on organizational commitment. The employee’s
commitment, communication, performance and productivity should definitely increase if
they are treated with good leadership style (i.e. task and relational).

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Communication is necessary for the leader as well as for the organization to be well
organized and efficient. Participation of an employee and their attachment with other
employees increases the honesty and loyalty of these employees with their organization.

Reason to study the impact of leadership styles (i.e. task and relational) and
communicator’s

Competency in organizational commitment in pharmacies is because the pharmacies are

most important in the delivery of health services in Pakistan. There are about 630
pharmacies in urban and rural areas of the country. On one hand, it serves the cause of
human health and on the other it contributes significantly towards the economy of the
country by providing larger number of jobs to over 70,000 personnel and twice as many in
the marketing, distribution, and allied fields, it can become a major player in the national
economic development.

1.3Objectives
The study aims to study and conclude different objectives, which are as follows:
 To study the impact of Task Leadership on Organizational Commitment.
 To study the impact of Communicator’s Competence on Organizational Commitment.
 To study the impact of Relational Leadership on Organizational Commitment.

1.4Observations
The independent variable chosen in the research is leadership styles which are further
characterized as task oriented and relational leadership styles. Communicator’s
competency has been identified as an independent variable whereas dependent variable
chosen is organizational commitment. Here, numerous research works are brought under
conformity, such as normative, affective and continuous commitment. As a whole, such
dimension have been selected to ensure high satisfaction of employees under dynamic
leadership styles. The main purpose of the research is:

 To study the relationship between the leadership styles (task and relational) on
organizational commitment.

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  To study the impact of communicator’s competency on the organizational commitment.

In respect to the assumptions made we have perceived, Task leadership style has
statistically insignificant impact on organizational commitment. Secondly, Relational
leadership style has statistically significant impact on organizational commitment. Thirdly,
Communicator’s competency has statistically significant impact on organizational
commitment.

As a result, the major reason is to find out the impact of task and relational leadership styles
and communicator competency on organizational commitment, in the pharmacies of
Pakistan.

The type of study conducted is cross sectional which means that data was collected only
once from the respondents. The study is conducted in the actual work set up and there is
no change in the work environment by the researcher. Unit of analysis are the employees
of pharmacies i.e. (Care, Servaid and Life Pharma) in Faisalabad Pakistan.

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2. Literature Review
2.1 Leadership Styles
A task leadership, also known as a team leadership, in which leaders plays a critical role in
ensuring that a group of people complete a task or project as expected. The task leader's
specific responsibilities might vary depending on the context and unique situation, but the
individual and role should have some general characteristics common to all task leaders
(Kristen May).

Task oriented leadership by Gittell & Douglass is defined as a pattern of mutual

interconnection between workers and managers to make sense of the situation, to determine
what is to be done and how to do it (Gittell & Douglass, 2012). In Yukl’s point of view
task leadership is a practice where a leader inspires followers in attaining the shared task
and objective. In Task oriented leadership basic functions are planning, programming
coordinating tasks and accomplishments for subordinates and managers provide technical
support, in relations leadership style managers are more supportive and helpful towards
subordinates they show faith, confidence and act kindly and try to understand their
subordinates’ problems (Yukl, 2010). Mehrotra elaborated that the extent to which a leader
classifies and describes the roles of individuals and members of his or her organization by
explaining what activities each of one has to do as well as when, where and how tasks are
to be accomplished. It is further categorized by the level to which a leader defines patterns
of communication and specific ways of getting the assign objectives of job accomplished
(Mehrotra, 2005). The leader’s assumptions about their roles commitments and behavior
reflect their interest in completing tasks and getting their work done in time (Iqbal, 2005).
Further Findings from Rousseau, Shore revealed that a leader who emphasis on the tasks,
designation of responsibilities, and the organizational work more than the members of the
team, though maintaining open communication and encouraging cohesion and
commitment among members, help to create and develop more relational and less
transactional normative contracts among the members of the team they lead (Rousseau,
1995; Shore et al., 2004). According to (Bryman, 1992), there are a variety of ways that

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leadership can be explained. It is the capacity to steer subordinates towards similar
objectives and ideas, as per the view of (Hersey, 1984). In another definition by
(Fleishman, 1973) leadership is something else altogether; he is of the opinion that
leadership is a way to influence and influencing is something that a leader must do.

There are 2 different types of leaderships that this report focuses on and these 2 include
relational leadership and task leadership. Relational leadership arose from the concept of
relationship-oriented behavior which is a concept that has been around since a long time.
It was one of the first forms of leadership in organizations, according to (Stogdill and
Coons, 1957). But, having said that, relational leadership is a comparatively recent concept
(Brower et al., 2000; Drath, 2001; Murrell, 1997; Uhl-Bien, 2003; Uhl-Bien, 2005). Task
and job-oriented leaders were said to be more effective than people-oriented leaders.
Leaders are very different from each other in every way. Their focus and attention are at
variance with each other. Some focus more on tasks at hand while others are more focused
on the relationship that they hold with others at work (Rubenowitz, 1962). According to
(Bergen, 1986) these relationships can be in the form of trust development and friendship
at work. The leaders that are considered most successful work on accomplishing both
methods while ineffective leaders do not manage either type of leadership. Relational
leadership describes a leader who is primarily motivated by and concerned with her
interactions with people. Relationship-oriented leaders often act as mentors to their
subordinates. They schedule time to talk with employees and incorporate their feedback
into decisions (Miranda Morley). Relational bureaucracy includes both the concepts of
relational ideas and bureaucracy and how they are both related to each other. This includes
how both the members involved communicate with each other in a wise manner and
forming a good relationship. It portrays a way of easier going bureaucracy which promotes
healthy relations Gittell & Douglass (2012). Relational leadership has many qualities and
defining points. According to recent research by Schein (2009) one of the many defining
points is that relational leadership is a way of managing through inquiry in a proper manner.
This manner is very positive and uses the giving of help and receiving it back in return.

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This way both the manager and employees can learn together. There are 3 ways that this
reciprocal, shared learning can take place. These ways are through the mingling of worker
and manager, which is relational leadership, through the mingling of workers with other
workers, and through interaction done between the employees and customers. These 3
processes define relational bureaucracy. Hiller, DeChurch, Murase and Doty (2011) take a
different approach and focused more on emotions. They were of the viewpoint that
leadership in a certain way has a significant impact on employees and all subordinates.
This also showed that good employee productivity and efficiency is in the hands of leaders.
Their behavior and communication skills can both increase and decrease employee morale.
Leadership is necessary in any firm for accomplishment of all easy and complicated tasks
and objectives. To help carry through with goals it is necessary to take help from the
employees. No goal can be completed alone. Leadership is what holds all this together,
making it a huge factor in the successful carrying out of operations. Employees and their
performance in organizations are related to the leaders that are in charge of them and to the
way communication is being done between the two (Yuan & Lee 2011). Hiller et at., (2011)
studied and researched this topic for more than 25 years. After his extensive research he
came up with the conclusion that one cannot understand the concept of leadership till they
directly ask the opinion of employees. Yukl (2010) also supported the theory that
leadership is based on the motivation of employees. He also added that leaders must inspire
the employees in such a way that employees feel the need to commit to their work willingly.
He stated that employees are highly influenced by the people in charge, and that leaders
affect the behavior of employees to a great degree. He said that proper communication at
the workplace is necessary especially in the completion of goals.

Kaiser, Hogan & Craige (2008) consider leadership to be a major reason behind why an
organization and its employees feel motivated to perform well. DeChurch, Hiller, Murase,
Doty & Salas (2010) agree with the above, confirming in their studies that leadership plays
a huge part in helping employees be successfully motivated and positive workers. Hiller et

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al., (2011) gave his opinion in his research saying that leadership surely does affect the
efficiency and performance standards of employees.

Communication is not only necessary in itself but the quality of this communication is very
important. Only if the communication is done properly, will the accomplishing of goals be
done A Hartog et al., (2012).

Employee performance and strategy are both interrelated and necessary for the
organization for that it can carry through with its goals. If there is any problem in
communication and the understanding between leadership and the employees of the
organization then this can become a hurdle in achieving goals and objectives. This can
result in a loss for all types of firmsmos & Ristow (2004). Leaders act in such a way with
the people working under them that this manner that they behave in can achieve specific
results from the employees. This shows that leadership has a huge impact on all employees
and their productivity efficiency Hunter et al. (2007). Practice of relational leadership is
about a ‘way of being-in-the-world’ and they reference practical wisdom, inter-subjectivity
and discussion Cunliffe and Eriksen (2011). One of the characteristics of relational
leadership is leading through humble and a friendlier manner, described by Schein (2009)
as an arrangement of giving, seeking and receiving help that leaders can practice to
establish a culture of reciprocal learning throughout an organization. Supportive
supervisory behaviors envisage greater frontline worker engagement in shared leadership.
Relational leadership as exist between worker-manager, along with relational coordination
among workers and relational coproduction among workers and customers, are three
progressions of reciprocal interrelation that form core of relational bureaucracy (Carson
and co-authors 2007).

Poor relationship with the leader creates a substantial risk for mental health (Brun, Biron,
Martel & Ivers 2003). Similar findings were reported by (Leiter and Maslach 2004), that
is, the value of social relations at work is a major risk factor for mental health. Providing
support to this perception, according to Engel the compassionate supervisors inspire and
praise their subordinates more and maintain good relations with them. They may provide

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a buffer between their subordinates and management to defend them from criticism. They
are more expected to praise their subordinates and are not task oriented (Engel, 2000 &
2001).

Thus, an effective leader either task or relationship oriented, according to Krumm (2001),
efforts to combine both orientations according to the work situation. Business school
professor Gian Casimir examines combining task and relationship aspects of leadership
across time in terms of their linkage to follower satisfaction (Casimir, 2001). According to
(Drath, 2001) Relationships rather than authority, superiority, or dominance appear to be
key to new forms of leadership while relationships are at the heart of many of the new
approaches emerging in the leadership literature, e.g., distributed (Gronn, 2002),
distributive (Brown & Gioia, 2002), shared (Pearce & Conger, 2003), post-heroic
(Fletcher, 2004), and complexity (Marion & Uhl-Bien, 2001), we know surprisingly little
about how relationships form and develop in the workplace.

Considered leaders to be those people who continuously add to leadership processes. For
example, participants are leaders when they: “(1) consistently make effective contributions
to social order, and (2) are both expected and perceived to do so by fellow participants”
(Hosking & Morley, 1988). This is very similar to (Hogg, 2005) social identity theory of
leadership. He considers the term leadership to be a relational one in which, “some people
are able to persuade others to adopt new values, attitudes and goals, and to exert effort on
behalf of those values, attitudes, and goals” (Hogg, 2005).

2.2 Communicator’s Competency

“The ability to achieve your communication goals in a manner that maintains the
relationship on terms acceptable to those involved” (Ronald Adler). As a consequence of
changing work situations in which workers are more instructed and insightful than past
eras, pioneers are presently needed to lead by transaction. Particularly, Salacuse noted that
with the end goal pioneers should convince individuals to take after their vision, they have
to convey viably by speaking to the diversions of the devotees (Salacuse 2007).

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Research study of Sharbrough, Simmons, and Cantrill (2006), who analyzed the effect of
motivational dialect on various conclusions of communicator’s competencies, also studied
the capabilities of the communicator. Particularly, Sharbrough et al. discovered positive
connections between a pioneer's utilization of motivational dialect and their apparent
viability, their correspondence skill, and their subordinates' occupation and correspondence
fulfillment.

The goal managers should be seen as capable communicators, they must impart and react
to data in a convenient way, heartily listen to different perspectives, convey plainly and
briefly to all levels of the association, and use contrasting correspondence channels (Shaw,
2005).

An alternate sample was a study by Myers and Kassing (1998), who inspected the
relationship between subordinate views of their manager's relational abilities, including
communicator capability, and the subordinate's level of hierarchical recognizable proof.
Myers and Kassing's discoveries have shown that manager correspondence capability was
a huge indicator of subordinate hierarchical ID.

There has not been a careful research on the relationship of Communicator's skill and
administration. Researchers of correspondence and business have not been giving much
thoughtfulness regarding this social subject. Correspondence is a reason that makes it
conceivable to perform or carry on initiative (Holladay and Coombs, 1993).

One such study was that of Berman and Hellweg (1989), whose discoveries demonstrated
that the apparent communicator skill of a boss was identified with their subordinate's
fulfillment with that chief.

In taking after with this thought, correspondence ability has been conceptualized to
incorporate components of learning, inspiration, expertise, conduct, and viability
(Spitzberg, 1983). Expressed, "Equipped collaboration might be seen as a type of
interpersonal impact, in which an individual is confronted with the undertaking of
satisfying open capacities and objectives (viability) while keeping up conversational and

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interpersonal standards (suitability)" Spitzberg and Cupach (1981). Exploration
demonstrated that skillful people should accomplish their objectives (be compelling) as
well as do so fittingly (Harris and Cronen's 1979).

Cushman and Craig (1976) contended that communicator ability includes the capacity of
people to show skills in zones, for example, listening and arranging. In that skilled
communicators must utilize open assets, for example, dialect, signals, and voice (Stohl,
1984).

Regardless of the inconceivable measures of exploration concentrated on capable

correspondence, there have all the earmarks of being an absence of earlier research
straightforwardly looking at the relationship between manager communicator capability
and chief assignment and social initiative styles. On the other hand, there does have all the
earmarks of being a constrained measure of examination analyzing the impact of managers'
communicator capability on worker conclusions.

The current study varies from the former samples in two noteworthy ways. Initially, the
current study analyzed the impact of a manager's communicator ability, errand, and social
initiative on subordinates' employment and correspondence fulfillment. Second, the current
study likewise analyzed the impact that a chief's undertaking and social authority style has
on being seen as an equipped communicator. The accompanying area highlights the
imperativeness of administration in associations and offers help for the incorporation of
authority in the current study.

Representative fulfillment has been a territory inspected by business and correspondence

researchers basically in light of the fact that fulfillment has been absolutely identified with
employment execution (Gruneberg, 1979). A conceptualization of correspondence
fulfillment was offered by Crino and White (1981), who contended that authoritative
correspondence fulfillment includes a singular's fulfillment with different parts of the
correspondence happening in the association, though Putti, Aryee, and Phua (1990) showed
that hierarchical parts' correspondence fulfillment is connected with the measure of data

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accessible to them. In spite of the fact that correspondence furnishes representatives with
data that clears up work undertakings and may help correspondence fulfillment, Anderson
and Martin (1995) found that workers take part in correspondence collaborations with
collaborators and bosses to fulfill interpersonal needs of joy and consideration.

Hence, worker correspondence fulfillment seems to include an assignment and social

measurement. Former examination shows that interpersonal associations including the
trade of data and influence between associates and between workers and their chiefs can
have critical impacts on the representatives' mental occupation conclusions, including
employment fulfillment, hierarchical responsibility, and burnout (e.g., Pincus, 1986;
Postmes, Tanis, & de Wit, 2001; Ray & Miller, 1994). By and large, as workers encounter
more positive correspondence connections, they likewise encounter.

2.3Organizational Commitment:

Organizational commitment may be viewed as an organizational member's psychological

attachment to the organization. Organizational commitment plays a very important role in
determining whether a member will stay with the organization and enthusiastically work
towards organizational goals (Shawn Grimsley).

Employees commitment to their organization is not only based on a single direction but
can also be multiple directional. We see many cases of multi directions of organizational
commitment. Organizational commitment involves what an employee feels regarding his
work place. His feelings come into account a lot as he works for the interests of the
organizations and helps to achieve the organizational goals. Organizational commitment
also deals with how honest employees are in their attitude and behaviors and the extent of
their participation and attachment with other employees. These factors can easily increase
employee’s loyalty towards the organization. When the employees are loyal with the
organization either they are satisfied with their job, they do not leave the organization
because they genuinely want to work there.

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Affective commitment is your emotional attachment to an organization. If you have a high
level of affective commitment, you enjoy your relationship with the organization and are
likely to stay. You stay because you want to stay (Shawn Grimsley).

According to his research Markovits et al (2007) came up with the view that affective
organizational commitment was related highly to both intrinsic and extrinsic job
satisfaction. What Sharma and Bajpai (2010) and Adeloka (2012) suggested was also quite
similar to Markovits viewpoint. They said that organization commitment is a catalyst which
increases job satisfaction for the workers in an organization. These 3 researchers were more
biased towards the second opinion on organizational commitment which was well known
in the researches done in 1990’s. Much more research has been done on organizational
commitment in the past few years. Some of the pioneers who took part in the carrying out
of these studies include Awasthy& Gupta, 2011; Coyle- Shapiro et al, 2006; Gottschalg &
Zollo, 2007; Jaramillo et al., 2004; Luchak et al., 2007; Steyrer et al., 2008; and Vanden
berghe et al., 2004.According to organizational commitment can be said to be a type of
circumstance in which an employee takes part in the workings of an organization to ensure
his or her own place in the organization(Yiing and Ahmad 2009).

Organizational Commitment is an attitude which shows an employee’s loyalty to their

organization (Luthans 2007). Luthan also said that it is a continuing process by which the
workers of the organization give their own opinions and inputs regarding the well-being
and improvement of the work place. Tellaet al (2007) differed a little in his opinion and
said that OC is one of the highest motivational reasons behind employee performance. He
further said that organizational commitment can increase the efficiency, skills, and
performance of employees by making their intentions positive. Organizational
commitment is a very important concept because it is necessary to know it for the goals
and objectives of the organization. It also helps in defining productivity and organizational
turnover rates. The concept has attracted more attention recently from organizational
scientists, perhaps due to changes taking place in employment practices that have arisen

18
from the international employment marketplace and increased alternatives for skilled
employees in a global economy (Sullivan and Arthur, 2006).

As per the opinion of (Cooper-Hakim and Viswesvaran, 2005), OC is said to be a mindset

of psychologically related concept in which individuals are focused on completing goals
through specific actions and the ability to continue doing those actions and sticking to them.
This viewpoint focuses on a behavioral and mental view of Organizational commitment.
(Pareek, 2004) and (Henkin and Marchiori, 2003) also had similar ideas regarding
organizational commitment. Pareek said that the extent to which a person feels positively
about his work environment and helps the workplace achieve its goals, as well as his
acceptance of the organizational values is all included in organizational commitment.
Henkin and Marchiori said that OC is a feeling or organizational member. He said that this
emotional feeling helps them mingle better in the organizations and will help them realize
the goals, objectives and core values of the organizations. This way they understand the
organization in a better way.

Organizational effectiveness and efficiency has seen to be directly linked to the

performance, culture, norms and values (Ogbonna and Harris, 2000), as well as job
satisfaction (Kim, 2002), and organizational commitment (Lok and Crawford, 2004;
Jaskyte, 2004) of the organizations. Many studies have proved this in their research.

It has been observed that Organizational Commitment is one of the major dimensions in
achieving success because it can determine an internal strength of an organization through
the people who manage and operate it. Furthermore, Organizational Commitment is
considered as connection between the organization and employee which leads to certain
job-related behaviors such as work absenteeism, job satisfaction, turnover intensions,
organizational citizen behaviors, work motivation and work performance. Interest in
organizational commitment has been stimulated largely by its demonstrated positive
relationship to work behaviors such as job satisfaction, high productivity, and low turnover
(Cohen, 2003), but the field has not conducted enough studies outside the Western
countries (Herscovitch, L., & Meyer, J. P. 2002).

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Continuance commitment is the degree with which you believe that leaving the
organization would be costly. If you have a high level of continuance commitment, you
will stay with an organization because you feel that you must stay (Shawn Grimsley).

Normative commitment is degree you feel obligated to the organization or believe that
staying is the right thing to do. Here, you believe you ought to stay (Shawn Grimsley).
Three dimensions of organizational commitment were identified: affective, continuance
and normative commitment. Positive, sincere and utmost involvement of employee for its
organization is called Affective Commitment. Continuance Commitment can be seen when
individual is committed with the organization because of some specific benefits like
pension, insurance, medical and other fringe benefits. Employees Commitment with the
organization because of the ethical standards or social norms is called Normative
Commitment (Shaw 2003). Later the term Affective Commitment (AC) was used to
describe an employee’s emotional attachment to an organization because of a belief and
identification with the organization’s goals (Meyer and Allen 1984). The concept of
organizational commitment has been treated as a variable of interest in its own right and a
variety of definitions and measures have been proposed (Mowday et al, 1982; Meyer et al,
1998). Organizational commitment has been defined as the relative strength of an
individual’s identity within a particular organization. They describe organizational
commitment as “the relative strength of an individual’s identification with and involvement
in a particular organization. This can be characterized by three elements:

(i) A strong belief in and acceptance of the organization’s goals and values.

(ii) A willingness to exert considerable effort on behalf of the organization.

(iii) A strong desire to maintain membership in the organization. (Meyer and Allen,
1997; O’Reilly and Chatman, 1986; Mowday, Porter, and Steers, 1979)

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3. Research Model

Independent Variables Dependent Variable

Task Leadership

Relational Organizational
Leadership Commitment

Communicator’s
Competency

3.1Definitions of the variables:

Independent variable
3.1.1 Task Leadership
“Task-oriented (or task-focused) leadership is a behavioral approach in which the
leader focuses on the tasks that need to be performed in order to meet certain goals, or to
achieve a certain performance standard”

3.1.2 Relational Leadership:

“Relational Leadership refers to a model or perspective on leadership that focuses on the
idea that leadership effectiveness has to do with the ability of the leader to create positive
relationships within the organization”. Wheatley (1992)

3.1.3 Communicator’s Competency

“The ability to achieve your communication goals in a manner that maintains the
relationship on terms acceptable to those involved” (Ronald Adler). As a consequence of
changing work situations in which workers are more instructed and insightful than past
eras, pioneers are presently needed to lead by transaction. Particularly”

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Dependent variables
3.1.4 Organizational Commitment
“Organizational commitment may be viewed as an organizational member's psychological
attachment to the organization. Organizational commitment plays a very important role in
determining whether a member will stay with the organization and enthusiastically work
towards organizational goals (Shawn Grimsley).”

4. Research Methodology
4.1 Type of Study

Cross sectional study: The study was cross sectional study which means that the researcher
collected data only once from the respondents. The study was conducted in the actual work
set up and there was no change in the work environment by the researchers. Unit of analysis
were the employees of the pharmacies (Care, Servaid and Life Pharma) in Faisalabad
Pakistan because the study is conducted to see the impact of variables on the organizational
commitment.

4.2 Sampling Technique and sample size

In this study we used Simple random sampling technique where we select a group of
subjects (a sample) for study from a larger group (a population). Each individual is chosen
entirely by chance and each member of the population has an equal chance of being
included in the sample because random sampling technique was used to reduce the
likelihood of biased-ness. The sample size for our study is 50 which is taken from our
targeted pharmacies i.e. (Care, Servaid and Life Pharma) in Faisalabad Pakistan.

4.3 Data Collection Method (Procedure)

Data collection include primary source of extraction directly from respondents at first hand.
Likert scale survey questionnaire by Paul E. Madlock, 2008 and Meyer& Allen’s, 1997) is
used to collect information. Data is collected from employees of our targeted pharmacies
i.e. (Care, Servaid and Life Pharma) located in Faisalabad, Pakistan. The research is
quantitative study. Quantitative approach is used because this approach focuses on

22
counting and involves collecting and analyzing numerical data and applying statistical
tests. The sample size is 50. It is taken from pharmacies i.e. (Care, Servaid and Life
Pharma) located in Faisalabad, Pakistan. Total numbers of questionnaires floated were 50
out of which response rate received is 95%.Reliability analysis of variables has been done.
The tests used in the study include Normality test, Reliability Statistics, Descriptive
Statistics and simple regression analysis. SPSS software is used to examine the data of the
study.

4.4 Instrument Design (Measures)

The Questionnaire included 34 different questions. 07 of these statements are about task
leadership style, another 07 are based on relational leadership style (Paul E. Madlock,
2008), 07 questions are related to communicator’s competency (Paul E. Madlock, 2008)
and the remaining 13 questions are dealing with organizational commitment (Meyer &
Allen’s, 1997). The questionnaire is based on a 5-point Likert scale.

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5. Results:
5.1 Data analysis
Table 5.1 Tests of Normality

Kolmogorov- Shapiro-Wilk
Smirnov3
Statistic df Statistic df Sig.
Sig.
SMEAN(OC_C) .073 382 .989 382 .000
.000
Interpretation:
Our number of response is less than 100 therefore we will consider Shapiro-wilk method
to test the normality of our data. As p value of our dependent variable (organizational
commitment) is 0.00 which is less than 0.05 that means the data is normally distributed.
Hence, we reject the null hypothesis as p-value is less than 0.05.
Table 5.1.2 Reliability Statistics
Cronbach’s N of item
Alpha
.790 07

Interpretation (TLS)
Cronbach's alpha is the most common measure of reliability. Here the alpha coefficient
for 07 items is 0.790, which is greater than 0.70 thus it indicates that the hypothesis for IV
task leadership style is reliable.

Table 5.3 Reliability Statistics

Cronbach’s N of item
Alpha
.750 07

Interpretation: (RLS)
Cronbach's alpha is the most common measure of reliability. Here the alpha coefficient
for 07 items is 0.705, which meets the significance level of 0.70 thus it indicates that the
data for IV relational leadership style is reliable.

24
 Table 5.4 Reliability Statistics
Cronbach’s N of item
Alpha
.796 07

Interpretation: (CC)
Cronbach's alpha is the most common measure of reliability. Here the alpha coefficient for
07 items is 0.796, which is greater than 0.70 thus it indicates that the data for IV
communicators competency is reliable.

Table 5.5 Reliability Statistics

Cronbach’s N of item
Alpha
.841 13

Interpretation: (OC)
Cronbach's alpha is the most common measure of reliability. Here the alpha coefficient for
13 items is 0.841, which is greater than 0.70 thus it indicates that the data for DV
organizational commitment is reliable.

Table 5.6 Descriptive Statistics

Mean Std. Deviation N

SMEAN(OC_C) 2.5618 .50502 41

Gender .53 .500 41

SMEAN(TL_C) 1.9450 .50272 41

SMEAN(RL_C) 2.0915 .48316 41

SMEAN(CC_C) 2.2868 .56628 41

25
Interpretation:
According to the table, N will tell us about the samples: being filled by the respondents.
Total numbers of responses collected were 50 out of which 09 were invalid so we get the
result of 41 respondents in total.

5.7Simple Regression analysis

Table 5.7 Model Summary
Model R R Adjusted R Std. Error of the Estimate
Square Square

1 .587a 65.6% .328 .41385

Interpretation:
Our model explains 65.6% of validity in dependent variable (organizational commitment)
due to independent variables (task leadership style, relational leadership style, education,
gender) and rest is explained by other variables that are not part of our study.

Table 5.8 Anovaa

Model Sum of Df Mean Square F Sig.
Squares

1 Regression 29.937 8 3.742 21.848 .000b

Residual 57.034 33 .171
Total 86.971 41

Interpretation:
F statistics is showing significant variance which is showing that independent variable is
positively varying the dependent variable. F value is 21.848 (.000) which is greater than
the benchmark value 5 thus it shows that the model is statistically significant. Here p
=0.000, which is less than 0.05, and indicates that, overall, the model applied can
statistically significantly predict the outcome variable.

26
 Table 5.9 Coefficientsa
Model Unstandardized Standardize T Sig.
Coefficients d
Coefficients
B Std. Error Beta
1 (Constant) 1.941 .143 13.607 .000
Gender -.046 .048 -.045 -.944 .346
SMEAN(TL_C) -.072 .058 -.072 -1.234 .218
SMEAN(RL_C) .240 .069 .230 3.463 .001
SMEAN(CC_C) .309 .055 .346 5.653 .000

Y=1.941- 0.046(gender) - 0.107 (TL) 0.072+0.240(RL) +0.309(CC)

(.218) (.001) (.000)

Organizational commitment for Gender (female) is 0.107 times less than male at 0.05
statistically significant level keeping all other variables constant.
1 unit increase in task leadership style will bring about 0.072 units decreases in
organizational commitment at 0.05 statistically significant level keeping all other variables
constant.
1 unit increase in relational leadership style will bring about 0.240 units increases in
organizational commitment at 0.05 statistically significant level keeping all other variables
constant.
1 unit increase in communicator’s competency will bring about 0.309 units increases in
organizational commitment at 0.05 statistically significant level keeping all other variables
constant.

27
6. Hypotheses:
H0: Task leadership style has no statistically significant positive impact on organizational
commitment.
H1: Task leadership style has statistically significant positive impact on organizational
commitment.
As p-value is 0.218 which is greater than 0.05 so we fail to reject the null hypothesis.

H0: Relational leadership style has no statistically significant positive impact on

organizational commitment.
H2: Relational leadership style has statistically significant positive impact on
organizational commitment.
As p-value is 0.001 which is less than 0.05 so we reject the null hypothesis.

H0: Communicator’s competency has no statistically significant positive impact on

organizational commitment.
H3: Communicator’s competency has statistically significant positive impact on
organizational commitment.
As p-value is 0.000 which is less than 0.05 so we reject the null hypothesis.

7. Results/ discussion
All of the three hypotheses are confirmed with reasonable support of statistical results.
After analysis of results it can be observed that leadership styles whether it’s (relation-
oriented or task-oriented leadership style) and communicator’s competency influence
employee commitment towards their organization no matter. Other variables included in
the study also play a significant role. Task leadership style has no statistically significant
positive impact on organizational commitment as p-value is 0.218 which is greater than
0.05 so we fail to reject the null hypothesis. However relational leadership style and
communicator’s competency both has statistically significant positive impact on
organizational commitment as p-value for RLS is 0.001 and p-value for communicator’s
competency is 0.000 which is less than 0.05 so we reject the null hypothesis of both
relational leadership style and communicator’s competency.

28
8. Limitations
The research was conducted in respect to pharmacies (Care, Servaid and Life Pharma)
located in Faisalabad, Pakistan. The data was collected randomly from the employees. It
highlights the research according to simple random sampling. Due to time and budget
constraints, we had to limit our access to the boundaries of Faisalabad. Therefore, the major
limitations had a vast impact in carrying out our research work. Gathering data from the
pharmacies that were near the hospitals was difficult because of the 24/7 busy schedule as
compare to those pharmacies that were inside or near the societies. We were therefore, not
able to gather data from all the branches of pharmacies (Care, Servaid and Life Pharma).

9. Conclusions
The research provides organization with an area highlighting the higher management
communicator’s competency and leadership styles in order to maximize their employee
satisfaction and potentially increase the performance of their employees. This study
indicates that leadership styles and communicator’s competency are the key components
in making the employees more committed to the organizations in the pharmacies (Care,
Servaid and Life Pharma) of Faisalabad, Pakistan. Therefore, Task leadership style have
insignificant impact on organizational commitment whereas relational leadership style and
communicator’s competency have significant impact on organizational commitment. The
results of this study provide support to the findings of past studies, which have shown the
significant role played by the leader in the development of employees towards
organizational commitment.

According to Hunter et al., (2007) Leader behaviors effect actions of employees and
perceptions which ultimately result in some type of desired outcomes. Employees require
leadership and the leadership impact each of them uniformly. According to Hiller,
DeChurch, Murase and Doty (2011) Leaders and leadership can affect emotions, most
remarkably in followers, thus it can be inferred that leaders can effectively influence
employee performance and leader’s communication ability is significant to the employees.

29
Employee performance is of great significance for organizations. The current research
provides managers with an insight to focus on task leadership style by improving
communication and interaction with employees. Communication ability can be
incorporated and improved in individuals through training. Management in organizations
can improve employee performance through proper communication towards employees.

Results of present study suggests that leader’s behavior, communicating competency and
employee performance are strongly, positively and significantly related and effected by
each other. So, it must be ensured by the employers that employees are clearly
communicated about the tasks and if any gap exists it should be filled for better outcomes
and efficiency.

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