Abstract
This paper examines the relationships among transformational leadership, job satisfaction, commitment foci and commitment bases in the public sector, using public sector's military officers as an example. A total of 300 military officers participated in this study. Participants in this convenience sampling returned 208 valid questionnaires, representing a 69.3% response rate. Results show that the higher the subordinate's transformational leadership perception of a supervisor, the higher the identification and internalization towards the supervisor will be; the higher the subordinate's job satisfaction, the higher the identification and internalization towards the organization will be; transformational leadership's forecasting ability is greater than that of job satisfaction with regards to the commitment to supervisors; job satisfaction's forecasting ability is greater than that of transformational leadership with regards to the organizational commitment. Implications and directions for future research are subsequently provided.
Get full access to this article
View all access options for this article.