The Moderating Effect of Generational Differences on Leadership Styles of Organizational Heads and Employee Commitment in a Government Agency

Abstract

This study explores the moderating role of generational differences on the relationship between leadership styles of organizational heads and employee commitment in a government agency. Using a quantitative method and correlational research design and moderation technique, the study collected survey data from 138 respondents, selected using Yamani’s statistical sampling technique. Data were collected through an e-survey and analyzed using multiple regression. The study reveals that directing, coaching, facilitating and delegating leadership styles are perceived as moderately effective, with coaching receiving slightly higher scores compared to others. Employees have a high level of commitment towards their organization, services, work, and career development. The majority of the respondents belong to the Millennial cohort. The findings make known that all four leadership styles have significant effects on overall employee commitment. It is worth to note also that Generational Differences have significant effects on overall employee commitment as well. Further, the study shows that Generational Differences do not significantly moderate the relationship of the three leadership styles which are directing, facilitating and delegating to the overall employee commitment. However, the main effect of coaching leadership style on employee commitment is consistent across both generations. Thus, Generational Differences significantly moderate the interaction between coaching leadership style and employee commitment. This indicates that coaching leadership style can be an effective way to improve overall employee commitment regardless of generational differences.