Perceived Effects of Authentic, Ethical and Servant Leadership Style on Organisational Commitment of the Employees in the Information Technology Sector

Abstract

Pakistan has an emerging IT sector, which earns foreign exchange to the tune of $3.5 billion
annually and employs over 300,000 IT experts. It is an evolving sector, which is experiencing
high turnover ratio and lack of support from the top management, which reflects on low
organisational commitment and inept leadership style. The purpose of this article is to
accentuate the critical linkage between the perceived effectiveness of authentic, ethical and
servant leadership styles towards the organisational commitment of the employees in the IT
sector. The paper uses a review of the literature to examine the relationship of these relatively
new leadership styles on organisational commitment. It highlights the mechanism through which
these leadership styles influence employee’s organisational commitment as cited in the literature.
This paper emphasizes that it is essential for executives to use an appropriate leadership style to
enhance the organisational commitment of employees. The article also features that higher
degree of organisational commitment decreases employee intention to leave. It also reveals a
positive direct relationship between authentic, ethical and servant leadership styles and
organisational commitment. The findings of the study elucidate the importance of organisational
commitment and highlight the significance of an appropriate leadership style to enhance
engagement and thereby, the performance of the organisation