Date of Conferral







Jacqueline Cook-Jones


Bullying by workplace organizational leadership will continue to present challenges until organizations adopt tools to identify feasible policies, programs, and solutions that can bridge the gap between oppressed employees and their organizations. The purpose of this quantitative cross-sectional study was to examine the effects of transformational and servant leadership on organizational commitment and the mediating effect of management bullying in the workplace. The investigation was guided by the 3-component model (TCM) of organizational commitment, Burns's conceptual framework on transformational leadership, and Greenleaf's theory on servant leadership. Survey data were collected from 134 participants recruited via social media and snowball sampling. Results from multiple regression analyses indicated no significant relationships for transformational leadership regarding the TCM model and bullying. Findings also showed no significant effect of servant leadership on normative commitment and bullying. However, servant leadership was found to have a significant impact on affective and continuance commitment. Findings may influence leaders' practices and organizational culture as servant or transformational behaviors are adopted and applied leading to positive social change.