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The purpose of this study was to investigate the relationship between leadership styles and organizational commitment among employees in the banking sector. A quantitative research design was employed, and data were collected through a survey questionnaire. The study sample consisted of 300 employees from various banks in a major metropolitan area. The results showed that transformational leadership was positively associated with organizational commitment, while transactional leadership was negatively related to organizational commitment. Further analysis revealed that the relationship between leadership styles and organizational commitment was mediated by employee job satisfaction. These findings suggest that organizations in the banking industry should focus on developing transformational leadership skills among their managers in order to enhance employee commitment and ultimately improve organizational performance.

The study provided valuable insights into the factors that influence employee attitudes and behaviors in the banking sector. By understanding the role of leadership in shaping organizational commitment, banks can implement targeted training and development programs to foster a more engaged and committed workforce. Additionally, the findings highlight the importance of job satisfaction as a mediating mechanism, underscoring the need for banks to prioritize employee well-being and create a positive work environment.

The results of this study have several important implications for both theory and practice. From a theoretical standpoint, the findings contribute to the existing body of knowledge on the relationship between leadership and organizational commitment, particularly within the context of the banking industry. The study expands our understanding of the underlying processes that link leadership styles to employee attitudes and behaviors.

In terms of practical implications, the study provides valuable guidance for bank managers and HR professionals. By adopting a transformational leadership approach and prioritizing employee job satisfaction, banks can enhance organizational commitment among their employees, leading to improved organizational performance and competitiveness. The findings also suggest that banks should invest in leadership development programs to equip their managers with the necessary skills and competencies to effectively motivate and inspire their teams.

Future research could explore the generalizability of these findings to other industries or cultural contexts. Additionally, longitudinal studies could provide insights into the long-term effects of leadership styles on organizational commitment and other related outcomes. Overall, this study contributes to the understanding of the complex relationship between leadership, job satisfaction, and employee attitudes in the banking sector, offering practical implications for organizations seeking to foster a more committed and engaged workforce.

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