The relationship between the perceived leader-member exchange and organizational commitment among employees of company X

Abstract

This study has yielded results to answer the main research problem and its subquestions and these results also support the claims of the literature that connect Leader-Member Exchange to the organizational commitment of employees. Overall, the results have shown positive results when it comes to the overall perceived Leader-Member Exchange of the employees in Company X. Sixty out of one hundred respondents showed a high to very high quality of perceived leader-member exchange, and the other 32% having a moderate perceived leader-member exchange and the remaining 8% having a low perceived leader-member exchange. The study has also yielded positive results when it comes to the overall organizational commitment of the employees with the 76% of the respondents reporting a moderate organizational commitment and the remaining 24% a high quality of organizational commitment. In the context of Company X, the researcher can conclude that the employees' perceived quality of leader-member exchange has a significant role in increasing organizational commitment in general. This quality of leader-member exchange also is vital to the increase in levels of affective and normative commitment in employees towards the organization. [Conclusion]