TABLE OF CONTENTS
DECLARATION i
APPROVAL ii
DEDIC,~1JON iii
ACKNOWLEDGEMENTS iv
LIST OF ABBREVIATIONS v
LIST OF TABLES vi
TABLE OF CONTENTS vii
ABSTRACT x
CHAPTER ONE 1
INTRODUCTION 1
1.0 Introduction 1
1.1 Background to the Study 1
1.2 Statement of the Problem 3
1.3 Purpose of the study 4
1.4 Objectives of the study 4
1.5 Research Questions 4
1.6 Scope of the study 4
16.1 Geographical scope 4
1.6.2 Content scope 5
1.6.2 Time Scope 5
1.7 Significance of the study S
1.8 Conceptual Framework 6
1.9 Operational Definitions 6
CHAPTER TWO 7
LITERATURE REVIEW 7
2.0 Introduction 7
2.1 Effect of transactional leadership on affective commitment in organizations 7
2.2 Contribution of transactional leadership on normative commitment in organizations 9
2.3 Effect of transactional leadership style on continuance commitment in organizations 11
2.4 Conclusion 13
vii
CHAPTER THREE .14
METHODOLOGY 14
3.0 Introduction 14
3.1 Research and Design 14
3.2.1 Study area 14
3.2.2 Study Population 14
3.3.1 Sampling Procedure 14
3.3.2 Sample Size 15
3.4 Data collection Instrument 15
3.4.1 Questionnaire 15
3.5 Data quality control 16
3.6 Ethical Considerations 16
3.7 Data Processing and Analysis 16
CHAPTER FOUR 17
PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS 17
4.0 Introduction 17
4.1 Demographic Profile of respondents 17
4.1.1 Gender ofrespondents 17
4.1.2 Age of respondents 18
4.1.3 Ac~dernic qualification of respondents 18
Table 1. Showing academic qualifications of the respondents 18
4.1.4 Findings on Marital status of respondents 19
4.2 Contribution of transactional leadership style on affective commitment in Mbarara
municipal council 20
4.3 Effect transactional leadership style on normative commitment in Mbarara municipal
council 22
4.4 Effect of transactional leadership on continuance commitment in the Mbarara Municipal
council 25
CHAPTER FIVE 28
DISCUSSION, CONCLUSION, RECOMMENDATIONS 28
5.0 Introduction 28
5.1 Discussion 28
viii
5.2 Conclusion .30
5.3 Recommendations 31
5.4 Eii~itation of the study and ~eas of ffii~her research 31
REFERENCES 33
Appendix i: Research questionnaire 35
Appendix ii: Time frame for the study 39
Appendix iii: Research Budget 40
ABSTRACT The purpose of the study was to examine the influence of transactional leadership style and organization commitment among staff in Mbarara municipal council. The purpose of the study was to establish the influence of transactional leadership style on organizational commitment among staff of Mbarara municipal council. The study was conducted among 67 respondents who were employees of Mbarara municipality using the closed ended research questionnaires. The study was based on entirely a quantitative research design were data were collected from the respondents. The study findings reveal that transactional leadership style has contributions on affective commitment in Mbarara municipal council, the study conclude that transactional leadership can have an influence on organization commitment. The second objective findings reveal that transactional leadership style has a contribution on normative commitment in Mbarara municipal council, the influence was through organization leadership and leader’s motivation influence normative commitment. The results are in agreement with previous authors. On the third objective, the study The conclude that transactional leadership plays a great role on continuance commitment in the Mbarara Municipal council through binding employees to the organization and it does not seem at all unethical to me due to planning and leaders lead me to believe in the value of remaining loyal by my organization. The study overall conclude that there is need for irnprovin$ transactional leadership style to generate organization performance and commitment of the employees. The study results on the data collected the researcher recommend that there is need for the management to integrate transactional leadership with other modes of leadership to enhance the work values in the organization. The municipality leadership need to monitor behavior among the leaders to enhance the work effectiveness. The researcher further recommended that it was important for the municipal council to reduce laissez-faire leadership by designing performance procedures that promote professional performance guidelines that create a sense of responsibility to employees.
