Employees' extra effort and transformational leadership: The role of procedural and distributive justice

Purpose Transformational leaders engage their employees’ self-concept in such a meaningful way that it results in an extra effort exerted by employees in addition to what is expected of them. This extra effort or pro-social behavior leads to contextual performance (CP) which supplements the individual’s task performance and lead to superior organizational performance. The purpose of this paper is to empirically investigate the influence of transformational leadership (TL) on employees’ CP. The paper also tests the moderating role of integrity on the relationship between TL and CP. Design/methodology/approach Data were gathered through self-administered questionnaires from 480 Indian information technology (IT) employees across India. Harman’s single-factor test was used through analysis of moment structures (AMOS 20.0) to test the bias associated due to common method variance. Regression analysis was carried out through a series of hierarchical models in SPSS 20.0 to test the direct and interactive effect of integrity between TL and CP. Findings The result supports the assertion that TL has a positive influence on employees’ CP. However, the moderational effect of integrity on the relationship between TL and CP was found to be insignificant. Practical implications The findings of the study have confirmed that employees deriving higher degree of integrity at work will engage in discretionary behaviors and they are more likely open to organizational changes and improvement. The IT organizations may take clues from the findings of the study for creating conducive working environment where affective organizational commitment can influence the CP and job satisfaction. Originality/value This study is critical in a sense that as the Indian IT industry has one of the highest turnover rates in the service industry, it would take a strong and compelling reason for the IT professionals to stay committed to the organization, derive satisfaction at work and help peers and others by engaging in extra role of CP.

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The Moderating Role of Employee Empowerment and Distributive Justice in Transformational Leadership with Its Impact on Organizational Commitment in Islamic Banks at Pakistan

Perisai Islamic Banking and Finance Journal ◽

10.21070/perisai.v3i2.2671 ◽

2019 ◽

Vol 3 (2) ◽

pp. 135 ◽

Cited By ~ 1

Author(s):

Maaz Ud Din ◽

Faisal Khan ◽

Ana Kadarningsih ◽

Amjad Ali ◽

Sih Darmi Astuti

Keyword(s):

Transformational Leadership ◽

Organizational Commitment ◽

Distributive Justice ◽

Positive Influence ◽

Employee Empowerment ◽

Islamic Banking ◽

Islamic Banks ◽

Organization Commitment ◽

Moderating Role

The basic of the current studywas to discover the influence of transformational leadership on organizational commitment,distributive justice, and employee empowerment as moderate variables in the Islamic banking company of DistrictSwat, KP-Pakistan.Adopted questionnaires were used to have five pointsLikert scalesand containing 24 items. 18 samples were taken with Random Sampling Techniquesfrom the Islamic bank's sector.A total of 305 questionnaires were distributedamong employees and the feedback rate was 80 % which 245questionnaires received.Data analysis used multiple linear regression. The study found thatorganizational commitment is positively and significantly affect empowerment. Distributive justice has a positive influence on organization commitment but not significant. There was also found that the leadership of transformational influences organization commitment positively and significantly.The variance of transformational leadership and organizational commitments were 16% which indicates a weaksignificant influence.

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Transformational behaviors: Increasing work engagement in multinational environments

Problems and Perspectives in Management ◽

10.21511/ppm.19(2).2021.41 ◽

2021 ◽

Vol 19 (2) ◽

pp. 519-527

Author(s):

Marc Valldeneu ◽

Xavier Ferràs ◽

Elisenda Tarrats-Pons

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Employee Engagement ◽

Work Engagement ◽

Multinational Companies ◽

Utrecht Work Engagement Scale ◽

Extra Effort ◽

The Relationship ◽

Collective Engagement

The role of a leader is fundamental to increase organizational culture and facilitate employee engagement. However, organizations are not providing clear guidance on how to do it. This study aims to determine the relationship between leadership styles and employee engagement as well as to understand whether there is a correlation between an engaged employee and extra effort. The study uses a Multi-Leadership Questionnaire (MLQ-5x Rater Form) to measure employee perception of the leader styles and Utrecht Work Engagement Scale (UWES-17) to determine employee engagement. The scope of the study is limited to a sample of 167 employees from 7 different multinational companies and 31 different nationalities.Results show that all the transformational behaviors and, concretely the idealized behavior, are significantly positively related to work engagement in multinational environments. Results also reveal a strong correlation between employee engagement and extra effort. The study concludes that leaders or managers should use transformational behaviors if they want to increase engagement and extra effort with their teams. They should increase transformational behaviors like being transparent, consistent, and having a strong sense of purpose to catalyze a collective engagement. These results expand previous studies of transformational leadership and work engagement in multinational environments.

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