Employee Commitment (EC) and Leadership Styles (LS): An Evaluation of the Evidence Post-COVID and Suggestions for the Future

Abstract

Leadership styles and their impact on employee commitment (EC) have been the subject of a re-evaluation as a result of the COVID-19 pandemic, which has substantially altered workplace dynamics. This study examines the association between leadership styles—transformational, transactional, and laissez-faire—and different aspects of employee commitment in Indian workplaces following the pandemic. A quantitative research design was employed to collect data from 312 employees across various sectors using structured surveys. Statistical analyses, such as correlation, regression, t-tests, ANOVA, and post hoc (Duncan’s) tests, were utilized to investigate the associations. The results indicate that transformational leadership positively affects both affective and normative commitment, whereas transactional leadership impacts continuance commitment. Demographic variables, including age, gender, and job tenure, were identified as moderators of the LS-EC relationship. This study emphasizes the necessity for adaptive leadership models in organizational contexts following COVID-19 and offers recommendations for HR practitioners aimed at promoting sustainable employee engagement. These insights are particularly pertinent for emerging economies such as India, where leadership practices must adapt to swift changes in the workplace.