Influence of academic leadership on organizational commitment of faculty members in private sector universities: mediating role of work engagement

Purpose This study aims to investigate the impact of academic leadership on the organizational commitment of faculty members in private universities in Punjab. Work engagement was examined as a mediator, and co-worker support was considered as a moderator. Design/methodology/approach The study used...

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Bibliographic Details
Published in:Quality assurance in education 2025-01, Vol.33 (1), p.17-30
Main Authors: Yaseen, Umer, Idrees, Rana Nadir, Shakil, Muhammad Haseeb, Haider, Sayyed Zaman, Khalil, Junaid
Format: Article
Language:English
Subjects:
Behavior
College Faculty
Colleges & universities
Competence
Employees
Faculty College Relationship
Global Approach
Higher education
Human capital
Influence of Technology
Leaders
Leadership
Leadership Styles
Lifelong Learning
Literature Reviews
Predominantly White Institutions
Professional Development
Psychological Characteristics
Success
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Summary:Purpose This study aims to investigate the impact of academic leadership on the organizational commitment of faculty members in private universities in Punjab. Work engagement was examined as a mediator, and co-worker support was considered as a moderator. Design/methodology/approach The study used a quantitative, cross-sectional approach with convenience sampling. Regression and correlation analyses were used for hypothesis testing. Social exchange theory guided the exploration of academic leadership’s impact on faculty members’ organizational commitment. Findings Results of the current study indicated a positive and significant effect of academic leadership on organizational commitment. Work engagement was identified as a partial mediator in this relationship. However, co-worker support was found to be an insignificant moderator, indicating no substantial influence on the relationship between academic leadership and work engagement among faculty members in private-sector universities. Originality/value The similarity of the paper is less than 18%.
ISSN:0968-4883
1758-7662
DOI:10.1108/QAE-04-2024-0072