A Conceptual Framework of Servant Leadership, Authentic Leadership and forgiveness on Employee Affective Commitment

Abstract

The purpose of this study is to present a paradigm for authentic leadership, servant leadership, forgiveness, and employee affective commitment in the construction business, specifically. The literature research demonstrated the relevance of authentic leadership, servant leadership, and forgiveness in the construction sector, as well as how these characteristics influence employee affective commitment. Following a thorough examination of the literature, a conceptual framework and three hypotheses were developed. Authentic leadership, servant leadership, and forgiveness were the independent variables, while employee affective commitment was the dependent variable. This framework is well-suited for use in the construction industry, as demonstrated in this research. A follow-up empirical investigation will be conducted to see how the proposed framework and hypotheses affect the results. This paper provides a comprehensive framework that contributes empirical evidence to academicians, serves as a platform for the construction industries, aids policymakers in developing laws, regulations, and rules to develop the entire organization's mechanism, and is beneficial to the construction industries as a guide to implementing the new leadership system.