The Moderating Effect of Generational Differences on Leadership Styles of Organizational Heads and Employee Commitment in a Government Agency

International Journal of Communication and Media Science

© 2024 by SSRG - IJCMS Journal

Volume 11 Issue 1

Year of Publication : 2024

Authors : Baby Jean P. Alid, Alberto N. Bandiola

10.14445/2349641X/IJCMS-V11I1P101

How to Cite?

Baby Jean P. Alid, Alberto N. Bandiola, "The Moderating Effect of Generational Differences on Leadership Styles of Organizational Heads and Employee Commitment in a Government Agency," SSRG International Journal of Communication and Media Science, vol. 11,  no. 1, pp. 1-16, 2024. Crossref, https://doi.org/10.14445/2349641X/IJCMS-V11I1P101

Abstract:

This study explores the moderating role of generational differences on the relationship between leadership styles of organizational heads and employee commitment in a government agency. Using a quantitative method and correlational research design and moderation technique, the study collected survey data from 138 respondents, selected using Yamani’s statistical sampling technique. Data were collected through an e-survey and analyzed using multiple regression. The study reveals that directing, coaching, facilitating and delegating leadership styles are perceived as moderately effective, with coaching receiving slightly higher scores compared to others. Employees have a high level of commitment towards their organization, services, work, and career development. The majority of the respondents belong to the Millennial cohort. The findings make known that all four leadership styles have significant effects on overall employee commitment. It is worth to note also that Generational Differences have significant effects on overall employee commitment as well. Further, the study shows that Generational Differences do not significantly moderate the relationship of the three leadership styles which are directing, facilitating and delegating to the overall employee commitment. However, the main effect of coaching leadership style on employee commitment is consistent across both generations. Thus, Generational Differences significantly moderate the interaction between coaching leadership style and employee commitment. This indicates that coaching leadership style can be an effective way to improve overall employee commitment regardless of generational differences.

Keywords:

Employee commitment, Generational differences, Leadership style, Moderation, Public administration, Philippines.

References:

[1] U.D. Abasilim, D.E. Gberevbie, and O.A. Osibanjo, “Leadership Styles and Employees' Commitment: Empirical Evidence From Nigeria,” Sage Open, vol. 9, no. 3, 2019.
[CrossRef] [Google Scholar] [Publisher Link]
[2] J. Ahn, S. Sung, and K.H. Shin, “Transformational Leadership, Conservation of Resources Theory, and Employee Absenteeism: A Multilevel Investigation of Transformational Leadership and Absence Culture,” International Journal of Environmental Research and Public Health, vol. 17, no. 22, p. 8492, 2020.
[3] Emin Babakus, Ugur Yavas, and Nicholas J. Ashill, “Service Worker Burnout and Turnover Intentions: Roles of Person-Job Fit, Servant Leadership, and Customer Orientation,” Services Marketing Quarterly, vol. 32, no. 1, pp. 17-31, 2010.
[Google Scholar] [Publisher Link]
[4] S. Baškarada, A. Koronios, and J. Gao, “Procedural and Coding Skills Important for Applied Business Analytics: An Analysis of Current Job Advertisements,” Issues in Informing Science and Information Technology, vol. 17, pp. 035-049, 2020.
[5] J. Benson, and M. Brown, “The Generational Gap: Perceptions of Effective Leadership across the Workforce,” Journal of Organizational Behavior, vol. 44, no. 3, pp. 310-325, 2023.
[6] M. Birkman, “Generational Differences at Work: Myths and Reality,” Journal of Organizational Psychology, vol. 19, no. 1, pp. 84-96, 2019.
[7] Kimberley Breevaart, and Hannes Zacher, “Main and Interactive Effects of Weekly Transformational and Laissez-faire Leadership on Followers' Trust in the Leader and Leader Effectiveness,” Journal of Occupational and Organizational Psychology, vol. 94, no. 2, pp. 384-409, 2019.
[CrossRef] [Google Scholar] [Publisher Link]
[8] N. Chung et al., “Generational Differences in Work Engagement Among U.S. Hotel Employees,” International Journal of Hospitality Management, vol. 85, p. 102352, 2020.
[9] Jim Clifton, and Jim Harter, It's the Manager: Gallup Finds the Quality of Managers and Team Leaders is the Single Biggest Factor in your Organization's Long-term Success, Skillsoft, 2020.
[Google Scholar] [Publisher Link]
[10] David P. Costanza et al., “Generational Differences in Work-Related Attitudes: A Meta-Analysis,” Journal of Business and Psychology, vol. 27, pp. 375-394, 2012.
[CrossRef] [Google Scholar] [Publisher Link]
[11] Taylor H. Cox, and Stacy Blake, “Managing Cultural Diversity: Implications for Organizational Competitiveness,” Academy of Management Perspectives, vol. 5, no. 3, 1991.
[CrossRef] [Google Scholar] [Publisher Link]
[12] Michael Dimock, “Defining Generations: Where Millennials End and Generation Z Begins,” Pew Research Center, 2019.
[Google Scholar] [Publisher Link]
[13] A. Furlong, “Work–Life Balance for Different Generations,” Journal of Managerial Psychology, vol. 34, no. 2, pp. 74-87, 2019.
[14] S. Koppula, “Impact of Leadership Styles on Employee Job Satisfaction and Organizational Commitment,” Management Today, vol. 10, no. 1, pp. 7-13, 2020.
[15] H. Kriek, The Seven Motivational Theories that Work, Organizational Mindset and Leadership, 2019.
[16] Zoltan Krajcsak, “Leadership Strategic for Enhancing Employee Commitment in TQM,” Journal of Management Development, vol. 38, no. 6, 2019.
[CrossRef] [Google Scholar] [Publisher Link]
[17] Brenda J. Kowske, Rena Rasch, and Jack Wiley, “Millennials’ (Lack of) Attitude Problem: An Empirical Examination of Generational Effects on Work Attitudes,” Journal of Business and Psychology, vol. 25, pp. 265-279, 2010.
[CrossRef] [Google Scholar] [Publisher Link]
[18] S. Lee, S. Yun, and A. Srivastava, “A Comparative Study of Work Values Among Gen Y, Gen X, and Baby Boomers: A View from the Hospitality and Tourism Industry,” International Journal of Hospitality Management, vol. 80, pp. 120-130, 2023.
[19] Sean Lyons, and Lisa Kuron, “Generational Differences in the Workplace: A Review of the Evidence and Directions for Future Research,” Journal of Organizational Behavior, vol. 35, no. S1, pp. S139-S157, 2014.
[CrossRef] [Google Scholar] [Publisher Link]
[20] Mark McCrindle, and Emily Wolfinger, The ABC of XYZ: Understanding the Global Generations, UNSW Press, pp. 1-239, 2009.
[Google Scholar] [Publisher Link]
[21] Aaron Olson, and B. Keith Simerson, Leading with Strategic Thinking: Four Ways Effective Leaders Gain Insight, Drive Change, and get Results, John Wiley and Sons Inc, pp. 1-320, 2015.
[Google Scholar] [Publisher Link]
[22] Munwar Hussain Pahi et al., “Leadership and Commitment to Service Quality in Pakistani Hospitals: The Contingent Role of Role Clarity,” Sage Open, vol. 10, no. 4, 2020.
[CrossRef] [Google Scholar] [Publisher Link]
[23] J. Pilcher, “Generational Differences in the Workplace: A Systematic Review of the Literature,” Journal of Organizational Change Management, vol. 36, no. 4, pp. 461-484, 2023.
[24] T. Ryder, Generational Differences at Work—A Pictorial Timeline, The Balance Careers, 2021.
[25] F. Yang, “Affective Events Theory: A Review and Synthesis of Research,” Current Opinion in Psychology, vol. 30, pp. 10-14, 2019.