A Study of Transformational Leadership, Work Motivation, and Organizational Culture Factors Affecting Organizational Commitment: A Case Study of Employees at the Bank for Agriculture and Agricultural Cooperatives, Northern Branch Division

Abstract

This study aimed to investigate the factors of transformational leadership, work motivation, and organizational culture that affect organizational commitment among employees of the Bank for Agriculture and Agricultural Cooperatives (BAAC), Northern Branch Division. The sample consisted of 328 operational-level employees selected through stratified random sampling. The research instrument was a questionnaire validated for content validity and reliability, with a Cronbach’s alpha coefficient of 0.985. Data were analyzed using descriptive statistics, Pearson’s correlation, and multiple linear regression. The findings revealed that employees’ perceptions of the three factors and organizational commitment were at a high level, with moderate to relatively high positive correlations. However, hypothesis testing showed that Hypotheses 1 and 2, which assumed that transformational leadership and work motivation significantly influence organizational commitment, were not supported, as their effects were not statistically significant despite positive correlations. In contrast, Hypothesis 3 was confirmed, indicating that organizational culture had a significant positive influence and explained the highest variance in organizational commitment. The results suggest that organizations should focus on fostering shared values and norms, developing motivation systems that are clearly linked to performance outcomes, and enhancing leadership capacity to inspire employees. These recommendations highlight the vital role of organizational culture in strengthening organizational commitment and reducing employee turnover on a sustainable basis.

Keywords: transformational leadership, work motivation, organizational culture, organizational commitment