PROPOSAL 1.1       Background to the Study Leadership and supervisory trust have become important issues in the determination of organizational commitment. In recent years, there has been an increase in competitive pressures on organizations to increase productivity which demands higher level of commitment from the workforce (Obiwuru et al, 2011: 100). From a social information processing perspective, the power relationships between an organization’s leader and the subordinates constitute an important aspect of the subordinate’s social environment (Fenwick and Gayle, 2008: 46). The social environment according to Finegan (2000), significantly influences a subordinate’s perceptions and is critical to the understandings of his/her attitudes and behaviours. Thus, perception, although subjective in nature, emerges as an important mediating variable for leaders’ power and subordinates’ behaviour, and a key predictor of employees’ well- being and commitment (Finegan, 2000). Today’s business environment is more turbulent, chaotic and challenging than ever before. Organisational changes are increasingly becoming a major component of everyday organisational functioning. The basic principles of doing business successfully are also fundamentally changing. Customers now shape organisations by demanding what they want, when they want it, how they want it and what they will pay for it. The historical boundary between customers, workers and organisations ‘ leaders are increasingly becoming blurred. Many organisations have responded to these competitive pressures by downsizing, restructuring and transformation, and thus created a less secure organisational climate. The result of this, according to recent findings is that the organisation is accompanied by shortage of skilled, competent and committed employees. To arrest the situation, scholars (Omole, 2004: 77) have advocated for shared leadership and supervisory trust purposely to increase workers’ commitment as well as productivity. An organization is a social set up, which has a boundary that separates it from its environment, pursues its own collective goal s, and controls its own performance. In a formal organization, interactions are rationally coordinated and directed through time on a continuous basis. The person at the helm of affairs is usually the leader. Kraines (2001) stressed that the word leadership has been used by most disciplines: political science, business executives, social workers and educationist. However , there   is large disagreement as regards the exact meaning. OTHERS REMOVED, PAY FOR THE COMPLETE PROJECT (N5000) Agba et al (2010) also found that when employees were treated with consideration, they displayed greater levels of commitment. These employees are more likely to reciprocate by being more committed to

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