Female Transformational Leadership and Teachers’ Commitment: Mediating Effect of Perceived Organisational Politics

  • Aziah Ismail Universiti Sains Malaysia
  • Nor Shafrin Ahmad Universiti Sains Malaysia
  • Fadzilah Amzah Universiti Sains Malaysia
  • Rahimi Che Aman Universiti Sains Malaysia
Keywords: Gender, Female Principals, Transformational Leadership, Organizational Commitment, Perceived Organizational Politics


Gender has been identified as one of the key factors that influences the degree of transformational leadership practiced by the leaders and has an effect on job outcome. This study investigates the characteristics and level of female principals’ transformational leadership and interrelationship between the leadership with Perceived Organizational Politics (POPs) and teachers’ commitment in Malaysian secondary schools. Further, the mediating effect of POPs on the relationship between transformational leadership and teachers’ organizational commitment are also investigated. In total, 208 teachers from secondary schools in Penang led by female principals were selected as respondents. The results found that the level of transformational leadership practiced by female principals was moderately high. The female principals tended to inspire and motivate teachers but displayed their idealized influence characteristics in leadership less. The results also revealed that the level of POPs and organizational commitment of teachers led by female principals were moderate. In addition, the hierarchical linear regression results indicated that POPs partially mediated the relationship between transformational leadership and teachers’ organizational commitment. This study indicates that teachers’ organizational commitment can be improved by transformational leadership that is practiced by their leaders as well as the POPs at their schools.


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How to Cite
Aziah Ismail, Nor Shafrin Ahmad, Fadzilah Amzah, & Rahimi Che Aman. (2021). Female Transformational Leadership and Teachers’ Commitment: Mediating Effect of Perceived Organisational Politics. International Journal of Business and Society, 22(2), 591-606. https://doi.org/10.33736/ijbs.3741.2021