The Impact of Affiliative Leadership on Employee Commitment

and Productivity

Osakpo, Justice Wilson

Ignatius Ajuru University of Education
justicewilsonosakpo@gmail.com

Emetuche Florence Nneka

Ignatius Ajuru University of Education
Nnekaemetuche@yahoo.com

ABSTRACT
Leadership styles play a pivotal role in shaping employee behavior, attitudes, and
performance outcomes in the 21st century organizational contexts. This paper delves into
the intricate dynamics of affiliative leadership and its influence on employee commitment
and productivity. Affiliative leadership, characterized by fostering a supportive and
harmonious work environment, emphasizes building strong interpersonal relationships,
trust, and collaboration among team members. It explores how affiliative leaders cultivate
a sense of belonging and psychological safety, thereby enhancing employees' emotional
attachment to the organization and its objectives. Moreover, affiliative leadership
practices are scrutinized for their role in fostering a conducive atmosphere for creativity,
innovation, and knowledge sharing, which are vital drivers of organizational productivity.
This paper offers valuable insights for practitioners and scholars aiming to leverage
affiliative leadership strategies to foster a more engaged, committed, and productive
workforce. It underscores the importance of nurturing positive leader-member
relationships and creating a culture of support and collaboration as key ingredients for
organizational success in the contemporary business landscape. It suggests that
management of organizations should regularly motivate their employees and ensure that
there is a strong bond across the teams and provide regular positive feedback as this will
increase their commitment and enhance productivity which will invariably translate to
profitability, value creation and attainment of organizational goals and objectives.

Keywords: Leadership, Affiliative Leadership, Employee Commitment, Productivity.

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Introduction

In the 21st century business and organizational landscape, providing quality leadership is
a key determinant factor that guarantees employee productivity and commitment. Among
various leadership styles, affiliative leadership stands out for its emphasis on fostering
supportive and harmonious relationships within the workplace. This leadership approach
prioritizes building strong interpersonal connections, trust, and collaboration among team
members.

According to Lee & Chuang (2009), the excellent manager not only inspires subordinates
potential to enhance efficiency but also meets their requirements in the process of
achieving organizational goals. Goleman & Boyatzis (2008) posit that the affiliative
leader is attentive to the emotional needs of employees allowing them liberty to work
efficiently in their aptitude. The leader prioritizes on the emotional ambiance of the
organizational culture, its values, clear communication, and participation among
members to boost the outcome at work.

Employee commitment, defined as the degree of dedication and attachment an individual

feels towards their organization, is crucial for organizational success. Committed
employees are more likely to demonstrate higher levels of engagement, loyalty, and
discretionary effort, contributing to improved performance and retention rates.

Jassawalla & Sashittal (2003) strongly maintained that employee commitment is highly
important for organizations because it leads to increased productivity; committed
employees will put more extra effort and go extra mile, leading to higher productivity
levels. By nurturing a sense of belonging and psychological safety, affiliative leaders can
cultivate a workforce that is deeply invested in the organization's mission and goals.

In the same vein, organizational productivity encompasses the efficient use of resources
to achieve desired outcomes and is a cornerstone of competitiveness and sustainability.
Productive organizations thrive on innovation, collaboration, and effective teamwork, all
of which are facilitated by affiliative leadership. By promoting open communication,
trust, and cooperation, affiliative leaders create an environment where employees feel
empowered to contribute their ideas and talents towards shared objectives. Consequently,

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affiliative leadership has been linked to enhanced creativity, problem-solving, and overall
performance, driving organizational productivity to new heights.

Despite the growing recognition of affiliative leadership's potential benefits, there

remains a need for a comprehensive understanding of its impact on employee
commitment and productivity. This study seeks to address this gap by conducting a
systematic review of existing literature, exploring the mechanisms through which
affiliative leadership influences employee attitudes and behaviors, and examining its
implications for organizational performance. By shedding light on the dynamics of
affiliative leadership in the context of employee commitment and productivity, this
research aims to provide valuable insights for both scholars and practitioners striving to
create thriving and sustainable workplaces in the modern era.

Conceptual Underpinning

Leadership

The concept of leadership is multifaceted and can be understood from various

perspectives. At its core, leadership involves the ability to influence, motivate, and guide
individuals or groups toward achieving common goals or objectives. It encompasses
traits, behaviors, and skills that enable a person to effectively lead others.

Leadership can be defined as the ability to inspire, influence, and guide individuals or
groups towards the achievement of common goals or objectives. It involves the effective
use of vision, communication, decision-making, and interpersonal skills to motivate
others and facilitate positive change. Leadership encompasses traits, behaviors, and
actions that empower people to work together collaboratively, maximize their potential,
and navigate challenges successfully. Effective leadership fosters trust, engagement, and
alignment within teams or organizations, ultimately driving growth, innovation, and
sustainable success.

Leadership is one with the most dynamic effects during individual and organizational
interaction. In other words, ability of management to execute “collaborated effort”
depends on leadership capability.

Griffin (2012) defines leadership as a process that focuses on shaping or influencing

people to obtain organizational goals.
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Lee and Chuang (2009), explain that the excellent leader not only inspires subordinate’s
potential to enhance efficiency but also meets their requirements in the process of
achieving organizational goals.

Yukl (2010) summarizes that leadership is commonly understood as a process of using

influence and motivation to encourage participation in achieving group. Leaders now
don’t rely upon their legitimate power to persuade individuals to do as they are told but
they take an interest in an interaction with their subordinates or they raise and widen the
interest of their subordinates (Northouse, 2007).

As posited by Rosenboom (2011), leadership is the act of influencing subordinates so

they will be willing to give their best to achieve organizational goals.

Research by Peretomode (2015) in defining leadership outlined four aspects of leadership

which include:

1. The ability to enthusiastically persuade others to work towards a definite

objective, the motivation and the human factor keep a group organized.

2. Introduction of new procedures and structures for achieving or changing

organizational set goals or objectives

3. Personal influence directed through communication processes with the sole aim of
achieving the goals of the organization.

4. Influencing the behaviors, actions, beliefs, and goals of the person involved.

From the foregoing we can deduce that leadership is not an isolated activity; rather, it is a
collective effort to better the organization. Leadership requires the use of persuasion and
influence rather than coercion or coercive domination. Leadership is a gradual and
continuous process; it is an ongoing activity with the key aim of accomplishing a set goal
for the organization (Jackson, 2011).

Affiliative Leadership

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Affiliative leadership is a style of leadership that prioritizes building strong relationships
and fostering a positive work environment. Leaders who adopt the affiliative style focus
on creating emotional bonds with their team members, promoting collaboration, trust, and
harmony within the group. The primary goal of affiliative leadership is to enhance
morale, strengthen team cohesion, and support individual well-being.

According to Cunliffe (2009), Crevani et al. (2010), and Raelin (2006), developing
leadership that is affiliative requires building an ability to see multiple views and future
possibilities - to have openness to multiple perspectives. Curiosity and openness to multi-
vocality and diverse ideas requires learning to adopt a focus that is directed outward,
outside of oneself and toward others.

Affiliative leadership involves learning how to create trust with others in a particular
context (Heckscher & Adler, 2006; Jameson, et al. 2006; Vangen & Huxham, 2003).

Johnson (2017) defined affiliative leadership style as that which promotes harmony
within the team and emphasizes emotional connection.

To be effective in the work place it is important for the leader to develop emotional bonds
with the workforce. (Koman & Wolff, 2008). The affiliative leader is attentive to the
emotional needs of employees allowing them liberty to work efficiently in their aptitude
(Goleman & Boyatzis 2008).The affiliative leader prioritizes on the emotional ambiance
of the organizational culture, its values, clear communication, and participation among
members to boost the outcome at work.

An affiliative leader promotes harmony among his or her followers and helps to solve any
connected to each other. Typically the followers will receive much praise from this style
of leader, however poor performance tends to go unchecked (Goleman, 2002).

In affiliative leadership, the leader creates people connections and thus harmony within
the organization. It is a very collaborative style which focuses on emotional needs over
work needs.

The affiliative style should be used when leaders try to build team harmony, increase
morale, improve communication, or repair broken trust (Goleman, 2013).

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 This style is most effective when there are situations of low morale and poor teamwork.
Utilizing this method will, in the longer term, create good team bonding and heightened
team performance. The negative aspect can be that poor performance will go by without
feedback as the Leader may feel that conflict will upset the balance. In this instance, one
must be mindful to adjust their style to suit positive feedback when necessary (Bennis,
2007). The affiliative style can help ensure that they get on and work well together. It is
also useful when providing support to a team member experiencing difficulties. It
recognizes individuals‟ emotional needs (Goleman, 2013).

The Colour Works (2008) (a team performance building organization) described the
affiliative leadership style as:

promotes friendly interactions among staff; places less emphasis on task

directions, goals and standards than on meeting staff’s emotional needs; pays
attention to and cares for “the whole person” and stresses things that keep people
happy; identifies opportunities for positive feedback but avoids performance
related confrontations; rewards personal characteristics as much as job
performance (p. 1).

Kenmore (2008) explained “If affiliative leaders are too concerned with creating harmony
among team members for example, they can be unwilling to tackle awkward or sensitive
issues head on. This can in turn lead to resentment and disharmony among other team
members” (p. 25).

Learning Principles of Affiliative Leadership

Learning about affiliative leadership requires many principles but for the purpose of this
paper, we will explore three core principle, these are openness to multiple perspectives,
learning how to create trust, and learning to set aside individual control for shared
control.

To identify the three principles, we asked, what are the underlying dimensions or abilities
that form the foundation of such leadership with respect to behaviors and skills? What do
people need to do in their own practice and interactions with others to enact affiliative
leadership?

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First, following Cunliffe (2009), Crevani et al. (2010), and Raelin (2006), developing
leadership that is affiliative requires building an ability to see multiple views and future
possibilities - to have openness to multiple perspectives. Curiosity and openness to
multivocality and diverse ideas requires learning to adopt a focus that is directed outward,
outside of oneself and toward others.

Second, affiliative leadership involves learning how to create trust with others in a
particular context (Heckscher & Adler, 2006; Jameson et al., 2006; Vangen & Huxham,
2003). This relates to Raelin’s call for compassion as an operating principle for
collaboration, and Cunliffe’s assertion of an essential sociability and thus ethicality
within relational models of leadership. Learning skills in trust building is fundamental to
developing this form of leadership; a person who is able and willing to build trust
engenders trust, creating a collaborative environment.

Third, affiliative leadership requires learning that control is shared. This can be
accomplished by relinquishing the need for individual control over the process and
outcomes of social interactions. Rather, control should be shared, based on an acceptance

that in problem-solving contexts, joint working and multiple inputs often results in better

outcomes than working alone (Cooke & Kernaghan, 1987; Miner, 1984). Relinquishing

of individual control over the creative process may be difficult to learn for many
individuals practicing leadership, and contrasts plainly with traditional models of
leadership.

However, it is critical if the promise of affiliative leadership is to be borne out (Huxham

& Vangen, 2000). The task is to come to an acceptance and understanding that the other

person’s or persons’ input has equal import to one’s own.

Although there is a fair amount of agreement about what such forms of leadership
require, there is much less known about methods for their development. New innovations
and approaches are called for, and one argument is for greater attention to rich
experiential and action-based learning (James et al. 2007). “Learning that occurs in the

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midst of practice” as a “concurrent by-product of practice” is essential for the
development of collaborative leadership (Raelin, 2006, p. 157).

Relevance of Affiliative Leadership Style

(a) Affiliative leadership style can help create an open, friendly, and welcoming
environment in the workplace. Reducing stress can make employees happy to
come to work and increase employee retention. A friendly leader is able to focus
on the well-being of team members to create a good team relationship.

(b) They improve the relationship between the team, make the team more harmonious
with each other and cooperate better.

(c) Partners who feel their voice is heard are better able to contribute and take more
ownership of their work. Allowing employees to open up and share their thoughts
is a great way to make everyone feel welcome and understood. Building trust with
your employees motivates them to do their best.

(d) When partners find it difficult to work together and resolve differences, an
affiliative leader helps to facilitate dialogue which in turn will help in conflict
resolution.

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 Affiliative Leadership

Building Trust

Positive Create sense of belonging Supportive

relationships and environment
Connection among team
members

Open Employee
communication development

Teamwork and
collaboration

Fig. 1 – Diagrammatic representation of Affiliative Leadership and its

characteristics/components by the authors (2024).

Employee Commitment

The concept of commitment (Hu, et al., 2020) is the relative strength of individuals in
identifying employee involvement in the organization, including the desire to maintain
membership in the organization, readiness and willingness to make serious efforts on
behalf of the organization, and acceptance of the values of the organization.

One of the main reasons is that organizations have to thrive and sustain in a competitive
business through committed employees.

Many researchers agreed that an organization’s success is determined, by having a high

9
level of organizational commitment (Jassawalla & Sashittal, 2003; Brooks, 2002;
McElroy, 2001). Employee commitment is highly important for organizations for several
reasons such as;

1. Increased productivity; committed employees will put more extra effort and go

extra mile, leading to higher productivity levels.

2. Reduced turnover; committed employees are less to leave the organization,

reducing recruitment and training cost.

3. Higher quality work; committed employees tend to take pride in their work and
deliver higher quality results.

4. Positive Workplace Culture; committed employees contribute to a positive and

supportive work environment.

5. Innovative and creativity; committed employees are more likely to contribute

ideas and innovations that can drive the organization forwards.

The relationship between leadership style and employee commitment is significant in

shaping an organization’s success. A leader that promotes open communication,
empowerment, and a sense of purpose tends to foster higher levels of employee
commitment. Leaders who inspire and motivate their teams, often lead to greater
employee dedication.

On the other hand, leadership style that lack involvement, support or appreciation can
result in reduced employee commitment and increased turnover.

Recognizing the impact of affiliative leadership style on employee commitment helps

organizations cultivate a positive work environment and maintain a motivated and
engaged workforce.

For example, it was concluded by Lo et al. (2010) that the styles of leadership in
supervising employees are useful dimensions as they can design followers’ organizational
commitment in many important ways. Ponnu & Tennakoon (2009) found out that the

10
behavior of leadership in an ethical manner has a positive effect on followers’
organizational commitment as well as subordinates’ trust in leaders.

Employees who feel they are cared for by leaders and managers show the necessary
commitment with knowledge of their responsibilities, higher involvement in their
organization, and with greater innovation.

 Dimensions of Employee Commitment

In the research paper, three commitments are put forward, namely affective commitment,
continuance commitment, and normative commitment.

(a) Affective commitment is related to employees' emotional attachment, employee

identification, and employee involvement in the organization.

(b) Continuity commitment is associated with the desire to continue working or leave
the organization.

(c) Normative commitment relates to the feeling of obligation to remain in the

organization. Employees with a high continuance commitment stay because they
need to, due to some reasons such as financial reason or lack of alternative job
opportunity. This type of commitment indicates that employees remain because
they have too much time invested (Meyer & Allen, 1991).

 Outcomes of organizational commitment

Organizational commitment is crucial for organizational effectiveness. It enhances

employees’ desire to remain in an organization, improves their performance. Also
enhanced organizational citizenship behaviors (Meyer et al., 2002; Riketta, 2002), and
increase information sharing (Alvesson, 2001), additionally, reduced turnover (Chughtai
& Zafar, 2006; Cooper-Hakim & Viswesvaran, 2005; Mathieu & Zajac, 1990).

High levels of organizational commitment can lead to positive outcomes; increased job
performance employees are likely to put extra effort and perform their tasks efficiency
and reduced turnover as employees are less likely to leave the organization which help
reduce turnover and costs of recruiting and training. At the same time employees who
stay at the long period contribute to a stable workforce and continuity of the organization.

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Bergmann et.al (2000) conclude that employing the greatest people and keeping them
loyal to the company can help businesses thrive and become more competitive.

Organisational and Employee Productivity

Organizational productivity is much improved when there is an effective leadership style

in place. Odetayo et al. (2012), while researching Nigerian banks, posits that the major
determinant of organizational success is a good leadership style, especially in Nigerian
banking sectors. Williams (2009) pointed out that the organization's performance and
outputs are closely associated with the organization's leaders' distinctive leadership style.

Employee productivity (sometimes referred to as workforce productivity) is an

assessment of the efficiency of a worker or group of workers. Productivity may be
evaluated in terms of the output of an employee in a specific period of time.

According to Mathis & John (2007) productivity is a measure of the quantity and quality
of work done, considering the cost of the resources used. The more productive an
organization, the better its competitive advantage, because the costs to produce its goods
and services are lower. Better productivity does not necessarily mean more is produced;
perhaps fewer people (or less money or time) was used to produce the same amount.
McNamara (2009) further states that, results are usually the final and specific outputs
desired from the employee. Results are often expressed as products or services for an
internal or external customer, but not always. They may be in terms of financial
accomplishments, impact on a community; and so whose results are expressed in terms of
cost, quality, quantity or time.

Measuring productivity involves determining the length of time that an average worker
needs to generate a given level of production. One can also observe the amount of time
that a group of employees spends on certain activities such as production, travel, or idle
time spent waiting for materials or replacing broken equipment. The method can
determine whether the employees are spending too much time away from production on
other aspects of the job that can be controlled by the business. Employee productivity
may be hard to measure, but it has a direct bearing on a company's profits. An employer
fills his staff with productivity in mind and can get a handle on a worker's capabilities
during the initial job interview. However, there are several factors on the job that help
maximize what an employee does on the job (Lake, 2000).
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 Tierney (2009) stated that, perhaps none of the resources used for productivity in
organizations are so closely scrutinized as the human resources. Many of the activities
undertaken in a human resource system are designed to affect employee or organizational
productivity. Pay, appraisal systems, training, selection, job design and compensation are
human resource activities directly concerned with productivity.

Voon (2011) continues to state that controlling labour costs and increasing productivity
through the establishment of clearer linkages between pay and performance are
considered to be key human resource management component of competitive advantage.
In addition, increased concerns over productivity and meeting customer requirements
have prompted renewed interest in methods designed to motivate employees to be more
focused on meeting (or exceeding) customer requirements and increasing productivity.

Impact of Affiliative leadership on employee commitment and productivity

Company culture is considered to have a positive impact on business success, employee

satisfaction, and employee engagement. Some researchers have concluded that by using
positive leadership styles, managers motivate their employees and help them achieve
success (Bhargavi & Yaseen, 2016). Managers must use a good leadership style to
encourage the level of performance in the development of company employees. Good
leadership is considered a solid foundation for competitive advantage and growth
management (Al Khajeh, 2018).

Affiliative leadership impacts on employee commitment and productivity in the

following ways:

1. Fostering Positive Relationships: Affiliative leaders prioritize building strong

interpersonal relationships and creating a supportive work environment. This fosters a
sense of camaraderie and trust among team members, leading to increased employee
commitment. When employees feel valued, respected, and supported by their leaders,
they are more likely to develop a strong attachment to the organization and its goals.
2. Cultivating a Sense of Belonging: these leaders create a culture of inclusion and
belonging where every team member feels like they are part of a cohesive unit. This
sense of belonging enhances employee commitment by reinforcing the notion that their
contributions are valued and appreciated. When employees feel connected to their team
and organization, they are more likely to go above and beyond to support its success.
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3. Promoting Open Communication: Affiliative leaders encourage open and transparent
communication within their teams. By creating a safe space for dialogue and idea-
sharing, they empower employees to voice their opinions, concerns, and suggestions.
This fosters a culture of collaboration and innovation, which drives productivity by
harnessing the collective intelligence of the team.
4. Building Trust and Psychological Safety: Affiliative leaders prioritize building trust
and psychological safety within their teams. Employees feel comfortable taking risks,
making mistakes, and expressing themselves without fear of judgment or reprisal. This
fosters a culture of experimentation and learning, which is conducive to both employee
commitment and productivity.
5. Supporting Employee Development: Affiliative leaders invest in the professional
growth and development of their team members. By providing mentorship, coaching, and
constructive feedback, they help employees reach their full potential. This commitment to
employee development not only enhances job satisfaction and loyalty but also contributes
to increased productivity as employees become more skilled and proficient in their roles.

Concluding Remarks

There are many leadership styles which enhance employee commitment and
organizational productivity but affiliative leadership stands out because it focuses on
empathy, building relationships and communication with employees towards achieving
the organizational goals.

Team building for the employees helps in creating harmony thus providing a conducive
work environment. Supportive communication also improves the performance of the
employees. Through fostering a nurturing and supportive work environment, affiliative
leaders cultivate strong interpersonal relationships, trust, and collaboration among team
members. This not only enhances employees' emotional attachment to the organization
and its goals but also fosters a sense of belonging and psychological safety, ultimately
leading to higher levels of commitment and engagement.

Affiliative leadership practices stimulate creativity, innovation, and knowledge sharing,

thereby boosting organizational productivity and effectiveness. By prioritizing the well-
being and development of their team members, affiliative leaders create a culture where
individuals feel valued, respected, and motivated to contribute their best efforts.

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As organizations navigate increasingly complex and dynamic business environments, the
role of affiliative leadership in driving employee commitment and productivity becomes
increasingly indispensable. Therefore, investing in the cultivation and promotion of
affiliative leadership behaviors is not just a strategic imperative but a fundamental driver
of sustainable organizational success in the modern era.

Suggestions

1. The management should ensure that there is a strong bond across the teams and
provide regular positive feedback which can have a powerful impact on
performance.

2. Leaders and managers should monitor employees’ emotional disposition towards

their job description in order not to fail in achieving organizational goals and
objectives.

3. Organisations should recruit and select workers who possess good leadership skills
especially affiliative leadership style that will bring about Positive changes that
would facilitate the achievement of organizational goals and objectives

4. Leaders, managers and supervisors should act as mentors to the subordinates and
help develop their skills to boost their confidence and increase performance.

5. Leaders, managers and Supervisors should create an enabling environment not to

discourage employee commitment and work performance. If needs be, supervisors
should make expectations clear and give rewards when necessary to get the
employees to perform very well.

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