Liderlik Tarzi Algısı ile Örgütsel Bağlılık İlişkisi Üzerine Bir Araştırma: Kamu Çalışanları Örneği
A Research on the Relationshıp Between Perceptions of Leadership Style and Organızational Commitment: The Case of Public Employees

Summary/Abstract: Purpose: This study examines whether public employees’ leadership perceptions and levels of organizational commitment differ according to demographic variables such as gender, marital status, age, education level, tenure in the institution, and total work experience; it also analyzes the relationship between leadership styles and organizational commitment, as well as the effect of leadership perceptions on organizational commitment. Method: The research was conducted using a quantitative method with 400 public employees working in public institutions in Ankara; the data were collected through a questionnaire including demographic information, leadership styles (autocratic, democratic, laissez-faire), and organizational commitment (affective, continuance, normative) scales and analyzed using SPSS 25. Descriptive statistics, independent samples t-test, oneway ANOVA, correlation, and regression techniques were employed in the analyses. Findings: The findings indicate that the laissez-faire leadership style has a greater effect on organizational commitment and its sub-dimensions compared to other leadership styles; however, the relationships between leadership styles and organizational commitment are generally weak. Conclusion: Additionally, it was determined that organizational commitment differs significantly according to education level, and perceptions of laissez-faire leadership differ significantly according to tenure in the institution, suggesting that leadership styles have a limited but meaningful effect on the commitment levels of public employees.

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