Research in the field of Organisational Behaviour (OB) is always looking for ways to improve effectiveness and performance. A particularly interesting and popular concept leading to higher levels of performance is workers’ organisational commitment (OC). Managers are eager to stimulate OC, yet the question of how remains.It is in this perspective that the present research assumes importance and hence the study has been initiated. In the Indian context, the studies on transformational leadership are few and far between. Whatever little research has taken place mostly encompasses manufacturing or IT sector. This study seeks to find answers to three major issues.The first issue is to explore whether the Indian bankers at different hierarchical levels have aligned their leadership style to the changing demands of the contemporary environment or not i.e. to examine the degree of their transformational leadership behaviour. The relationship between transformational leadership, need satisfaction and organisational commitment has not been explored in the context of Indian commercial banking sector earlier. Second issue, therefore, is to study the impact of the transformational leadership behaviour of the managers on the satisfaction of three higher order needs (Esteem Needs, Actualization Needs, Knowledge Needs), and on three dimensions of employees' organisational commitment (Affective Commitment, Continuance Commitment, and Normative Commitment). It is a well known fact that differences of varied nature exist between public sector banks and private sector banks. Such differences are likely to have different implications for the nature of leadership behaviour, satisfaction of various needs of the managers and their organisational Commitment. The third issue relates to understanding the impact of the employment sector on leadership behaviour, need satisfaction and organisational commitment.
Transformational leadership, Organisational Commitment, Behaviour and Need satisfaction
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