IMPACT OF LEADERSHIP BEHAVIOR ON ORGANIZATIONAL COMMITMENT AT UNIVERSITY LEVEL

Abstract

This study investigates the impact of leadership behavior on organizational commitment among university faculty in Lahore. The higher-education sector in Pakistan has undergone rapid expansion and reform, placing new demands on academic leaders to guide, motivate, and retain qualified staff. This research focuses on three dimensions of leadership behavior task-oriented, relation-oriented, and laissez-faire and their influence on employees’ organizational commitment, conceptualized as affective, continuance, and normative commitment. A quantitative approach using a cross-sectional survey design was employed. Despite extensive global research, limited empirical work has examined how leadership behavior functions in Pakistan’s academic context. This study fills that gap by employing a quantitative survey of faculty members across public and private universities in Lahore. Using validated instruments and rigorous statistical analysis, the research aims to determine which leadership behaviors most strongly predict organizational commitment. The results are expected to enrich theoretical understanding of leadership–commitment dynamics and provide actionable insights for university governance and human-resource development.