Beyond Leadership Styles: Developing a Workforce Activation Intelligence Framework for Organisational Commitment

Abstract

Purpose – By examining how leadership factors affect workforce activation components and how these components form organisational commitment, this study explores the evolution of Workforce Activation Intelligence (WAI). The study looks at particular transactional and transformational leadership (TL) aspects and their varying effects on motivation, confidence, and work satisfaction rather than seeing leadership as a single, cohesive construct.

Design/methodology/approach – The structured questionnaire was used to collect answers from 521 employees. Partial Least Squares Structural Equation Modelling (PLS-SEM) was used to analyze the measurement and structural parts of the proposed model. Cronbach alpha, rho_A, composite reliability and average variance extracted were used to determine the reliability and convergent validity of the measurement model. Next Bootstrap was used to determine the significance of hypothesised structural relationships.

Findings – The measurement model showed convergent validity and adequate reliability. According to the structural model, the best indicators of organisational commitment were motivation and confidence. While motivation had a substantial impact on two organisational commitment dimensions, confidence had a large impact on all three. On the flip side, it turned out that worker satisfaction didn't shake things much when it came to how attached staff felt to their organisation. Where leadership was concerned, results were all over the map - one size did not fit all when it came to stirring people into action at work.

Practical implications - To boost staff commitment, companies may want to look into ways to fire up employee enthusiasm and belief in their abilities. Instead of broad Labels applied to managers, leadership training might do well to zero in on actions that truly draw team members in.

Originality/value - This study reinterprets Workforce Activation Intelligence as a multifaceted activation mechanism and shows that motivation and self-assurance are more important in forming commitments than job happiness. By offering empirical data on workforce activation mechanisms and selective leadership impacts, the findings add to the literature on organisational behaviour and HR analytics.