Abstract:

In the current study, organisational culture and the effects of transformative, transactional and delegative leadership behaviours on organisational commitment are examined. While there are many studies investigating commitment, leadership style and organisational culture independently, there are fewer experimental studies examining the relationship between them. In addition, the fact that the concepts in the research are constructed with a model and the research is conducted in a company that produces and serves high technology in the communication sector adds originality to the study. The research was carried out on a sample of 209 employees in a company serving throughout Turkiye. With the measurement tool created, it was investigated how employees perceive the culture in their organisations, the leadership styles of their managers and their commitment to the organisation. Multifactor Leadership Questionnaire (MLQ) developed by Bass and Avolio, the organisational culture scale developed by Denison and adapted by Yahyagil, the Organisational Commitment Scale developed by Meyer and Allen and a questionnaire form consisting of demographic characteristics of the participants were used as data collection tools. The hypotheses developed in line with the objectives of the study were tested by difference and multiple linear regression analyses. According to the findings, on the one hand, the effect of organisational culture on organisational commitment was observed, on the other hand, it was determined that transformative and transactional leadership styles were partially effective on organisational commitment, while delegative leadership had no effect.

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