The Mediating Role of Leadership Between Employee Commitment and Employee Performance in Power Sector

Abstract

This study investigates how leadership styles mediate the relationships between affective, continuance, and normative commitment among middle-level managers in the power sector, aiming to elucidate their influence on organizational effectiveness and employee performance. Employing an analytical research approach, the study utilizes statistical mediation analysis to explore how leadership behaviors intervene in the relationship between employee commitment and performance outcomes. Data were collected from 400 middle-level managers across diverse sections and departments within Jindal Power and NTPC using stratified sampling, ensuring representation from various managerial positions. Affective commitment demonstrates a slight negative direct impact on employee performance but significantly enhances it through effective leadership. Continuance commitment exerts a strong positive influence on performance both directly and indirectly, underscoring its role in retention strategies. Normative commitment, while showing a negative indirect effect through leadership, contributes positively to overall employee performance when considering its total effect. Future research should explore cross-cultural variations in commitment and leadership impacts, investigate additional mediating mechanisms beyond leadership, and examine moderating factors to optimize strategies enhancing organizational performance.