Implicit change leadership, change management, and affective commitment to change

2018 ◽  
Vol 39 (7) ◽  
pp. 914-925 ◽  
Author(s):  
Ma. Regina M. Hechanova ◽  
Jaimee Felice Caringal-Go ◽  
Jowett F. Magsaysay
Keyword(s):  
Affective Commitment ◽  
Change Leadership ◽  
Perceived Effectiveness ◽  
Academic Institutions ◽  
Commitment To Change ◽  
Content Type ◽  
Change Leaders ◽  
Business Enterprises ◽  
Relationship Of ◽  
The Relationship

Purpose The purpose of this paper is to examine differences in implicit change leadership schemas and their relationship with change management (CM) of employees of academic institutions and business enterprises. Design/methodology/approach This study used a quantitative approach through surveys with 645 employees in academic institutions and business enterprises. Path analysis and regression were conducted to determine the relationships between the constructs. Findings Results show that CM mediates the relationship of change leadership schemas and affective commitment to change in both business enterprises and academic institutions. However, differences were found in the change leadership schemas that predict perceived effectiveness of CM. Execution competencies predicted effectiveness of CM in business enterprises whereas strategic and social competencies predicted perceived effectiveness of CM in academic institutions. Research limitations/implications The limitations of the study were the use of self-report data and its cross-sectional design. Future research may use longitudinal designs and multiple sources of data to explore the relationship of change leadership schemas and perceived effectiveness of CM. Moreover, leadership schemas may be examined in other types of organizations such as non-profits, government agencies and social enterprises. Practical implications Results suggest that change leadership schemas are context-dependent. Thus, it is important to consider organizational culture and follower schemas when choosing change leaders and executing change. Moreover, differences in the saliences of change leader schemas by type of organization suggest the need to adopt contextually nuanced approaches to the selection and development of change leaders. Originality/value This paper contributes to organizational change literature by providing evidence of differences in change leadership schemas among academic institutions and business enterprises.

scholarly journals Implicit Change Leadership, Affective Commitment to Change, and the Mediating Role of Organizational Trust

2020 ◽  
Vol 6 (4) ◽  
pp. 1581-1593
Author(s):  
Sarfraz Ahmed Dakhan ◽  
Sheraz Rajput ◽  
Tariq Aziz ◽  
Khalil Ahmed Channa
Keyword(s):  
Affective Commitment ◽  
Organizational Trust ◽  
Change Leadership ◽  
Mediating Effect ◽  
Academic Institutions ◽  
Commitment To Change ◽  
Mediating Role ◽  
Change Leaders ◽  
Leadership And Change

This paper aims to know the implicit change leadership schemas, the commitment of the employees towards change, and their relationship with the trust culture of academic institutions. Quantitative approach with surveys of 300 employees of academic institutions has been used in this study. SPSS software has been used to examine the relationship between variables and constructs. Findings reveal that organizational trust has a mediating effect on implicit change leadership and affective commitment to change. Moreover, a positive relationship was found between trust culture and change leadership and change leadership with a commitment to change. Furthermore, the results suggest that change leaders must take into account the trusting culture perspective of the organization to motivate the employees to make them accept change.

The relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change

2017 ◽  
Vol 30 (4) ◽  
pp. 610-631 ◽  
Author(s):  
Parul Malik ◽  
Pooja Garg
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Affective Commitment ◽  
Learning Culture ◽  
Mediating Effect ◽  
Commitment To Change ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to empirically investigate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Also, the paper examines the mediating effect of employee resilience on the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Design/methodology/approach The sample comprised of responses from 510 employees’ working in information technology companies based in India. Confirmatory factor analysis was employed to analyse the proposed measurement model and structural equation modelling was used to test the study hypotheses. Additionally, the study utilized mediation analyses proposed by Preacher and Hayes (2004) to investigate the mediating role of employee resilience. Findings The results show significant relationship between the study variables. Employee resilience was found to partially mediate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Practical implications Examining the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and employee resilience can have significant implications for organizations. The proposed study framework can be utilized by the researchers and human resource practitioners to frame organizational practices and interventions to develop a pool of resilient and change committed workforce. Originality/value First, the general understanding of the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change is scant in literature. Second, the study extends the previous research by investigating the mediating role of employee resilience between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

scholarly journals Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

2019 ◽  
Vol 11 (11) ◽  
pp. 3159 ◽  
Author(s):  
Ambreen Malik ◽  
Muhammad Naseer Akhtar ◽  
Usman Talat ◽  
Kirk Chang
Keyword(s):  
Organizational Identification ◽  
Affective Commitment ◽  
Sustainable Change ◽  
Commitment To Change ◽  
Overall Justice ◽  
Withdrawal Behavior ◽  
Key Factor ◽  
Relationship Of ◽  
The Relationship

Drawing upon the psychology of sustainability, effective organizations can create a sense of belongingness for people, and successfully facilitate growth and development activities for both individuals as well as the organization itself. Extending the recommendations of Zappala, Toscano, and Licciardello, the current study considers a range of variables. The role of overall justice judgements and change favorableness are taken as predictors of affective commitment to change and exit-based withdrawal. The relationship is mediated by organizational identification and moderated by trust in organization. Overall, the results support the hypothesized relationships. Specifically, findings showed that both change favorableness and overall justice judgements are positively related to affective commitment to change and negatively related to exit-based withdrawal. Organizational identification mediates the relationships between overall justice judgements–affective commitment to change, change favorableness–affective commitment to change, and change favorableness–exit-based withdrawal, whilst trust in organizations moderated the direct relationship between overall justice judgements–affective commitment to change, and change favorableness–exit-based withdrawal. Furthermore, the indirect effect of trust in organizations positively moderated the relationship of overall justice judgements and change favorableness with affective commitment to change, and at the same time, it negatively moderated the relationship between change favorableness and exit-based withdrawal via organizational identification. Crucially, for practitioners, this brings trust of employees as a key factor that should be managed to ensure sustainable change. Both trust and identity appear important in improving commitment and lowering the exit-based withdrawal behavior of employees. Future recommendations, implications, and limitations are discussed.

Performance appraisal justice and affective commitment: examining the moderating role of age and gender

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shikha Rana ◽  
Shalini Singh
Keyword(s):  
Performance Appraisal ◽  
Affective Commitment ◽  
Banking Sector ◽  
Moderating Effects ◽  
Age And Gender ◽  
Content Type ◽  
And Gender ◽  
Relationship Of ◽  
The Relationship

Purpose Performance appraisal (PA) is one of the most indispensable human resource management practices as many critical decisions regarding employees’ performance are heavily based on the PA results as they are responsible for various attitude-related outcomes. This study aims to investigate the relationship between PA justice and affective commitment (AC) of employees in the Indian banking sector, and to examine the moderating effects of age and gender on this relationship. Design/methodology/approach A total of 298 employees from the banking sector were randomly selected to examine the relationship between PA justice and AC along with the moderating role of age and gender on this relationship through structural equation modelling using AMOS 21. Findings The findings of the study supported hypothesized relationships as PA justice significantly predicted the AC of bank employees in India. The moderating effects of age and gender on the relationship of PA justice and AC are found to be high for older employees and female employees, respectively. Research limitations/implications As the present study was cross-sectional, so any inferences regarding causality are limited. Theoretical and managerial implications have been discussed in the context of banking sector. Originality/value The paper contributes new insights to the existing literature by examining the moderating effects of age and gender on the relationship of PA justice and AC in the context of Indian banking sector.

Volunteerism, affective commitment and citizenship behavior

2016 ◽  
Vol 31 (3) ◽  
pp. 657-671 ◽  
Author(s):  
Ajay K Jain
Keyword(s):  
Performance Appraisal ◽  
Structural Equation ◽  
Affective Commitment ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationship of altruistic and egoistic motives with person- and organization-oriented citizenship behaviors as mediated by affective commitment. The author hypothesized that altruistic motives are positively associated with person-oriented citizenship behavior and affective commitment while egoistic motives are positively associated with organization-oriented citizenship behavior and negatively associated with affective commitment. Design/methodology/approach – The data were collected from 248 middle and senior managers from 20 different locations of a power generation organization in India. Self- and other reported method were used to collect the data by administering the questionnaires. Findings – Results of structural equation analysis have supported, with some exception, the hypotheses. Affective commitment has mediated the relationship between motives and both forms of citizenship behavior. However, altruistic motives had shown a negative relationship with affective commitment and had a positive relationship with person-oriented citizenship behavior. Meanwhile, egoistic motives had a positive relationship with affective commitment and organization-oriented citizenship behavior. Practical implications – Results suggest that organizational citizenship behaviors (OCBs) per se is not important rather motives play an important role during the performance appraisal process. Further there is a differential impact of altruistic and egoistic motives on employees’ attitude and behavior, and both can coexist in this process. Originality/value – This is the first study on the relationship of motives, affective commitment and OCBs in India.

The myth of a direct relationship between organizational culture and TQM: propositions and challenges for research

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Haffar ◽  
Khalil Ahmad Al-Hyari ◽  
Ramdane Djebarni ◽  
Ahmed Al-Shamali ◽  
Muhammad Abdul Aziz ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Design Methodology ◽  
Affective Commitment ◽  
Readiness For Change ◽  
Commitment To Change ◽  
Content Type ◽  
Psychological Mechanisms ◽  
Comprehensive Literature Review ◽  
Managerial Implications ◽  
The Relationship

PurposeThis paper aims to report the results of a comprehensive literature review concerned with exploring the distinctive roles of the underlying multidimensional psychological mechanisms through which organizational culture (OC) affects TQM.Design/methodology/approachA thorough review of the relevant existing studies focusing on the direct and indirect links between OC, employee readiness for change (ERFC), employee commitment to change (ECC) and TQM implementation was conducted. To identify studies to include in the review, electronic searches of prominent databases and journals were carried out for the period 1980 to 2020.FindingsThe thorough analysis of relevant studies indicates that various types of OC influence TQM through certain psychological mechanisms namely ERFC dimensions and employee affective commitment to change. As a consequence, the paper develops a set of propositions and a novel integrative conceptual framework to explain the mediating roles of ERFCs and EACC in the OC–TQM relationship and then concludes by suggesting future lines of research and highlighting practical managerial implications.Originality/valueDrawing on academic perspectives from multiple literature streams, this study offers a more advanced understanding of the relationship between OC and TQM implementation via exploring multiple mediating paths.

scholarly journals Relationship of patient shame to working alliance and satisfaction: a preliminary investigation

2019 ◽  
Vol 14 (4) ◽  
pp. 251-263
Author(s):  
Daniel J. Carabellese ◽  
Michael J. Proeve ◽  
Rachel M. Roberts
Keyword(s):  
Patient Satisfaction ◽  
Working Alliance ◽  
Preliminary Investigation ◽  
Community Members ◽  
Content Type ◽  
Mediation Analyses ◽  
External Shame ◽  
Relationship Of ◽  
The Relationship

Purpose The purpose of this paper is to explore the relationship of two distinct variants of dispositional shame (internal and external shame) with collaborative, purpose-driven aspects of the patient–provider relationship (working alliance) and patient satisfaction. The aim of this research was to conduct a preliminary investigation into the relevance of dispositional shame in a general healthcare population. Design/methodology/approach In total, 127 community members (mean age 25.9 years) who reported that they had regularly seen a GP over the past year were recruited at an Australian university. Participants were asked to reflect on their relationship with their GP, and completed instruments assessing various domains of shame, as well as working alliance and patient satisfaction. Findings Non-parametric correlations were examined to determine the direction and strength of relationships, as well as conducting mediation analyses where applicable. Small, negative correlations were evident between external shame and working alliance. Both external and internal shame measures were also negatively correlated with patient satisfaction. Finally, the relationship of external shame to patient satisfaction was partially mediated by working alliance. Practical implications Both the reported quality of patient–provider working alliance, and level of patient satisfaction are related to levels of dispositional shame in patients, and working alliance may act as a mediator for this relationship. Originality/value The findings from this preliminary study suggest that internal and external shame are important factors to consider in the provision of medical care to maximise the quality of patient experience and working alliance.

The effects of mass-induced intracranial pressures on arterial hypertension and survival in awake cats

1972 ◽  
Vol 37 (5) ◽  
pp. 514-527 ◽  
Author(s):  
Stanley J. Goodman ◽  
Donald P. Becker ◽  
John Seelig
Keyword(s):  
Intracranial Pressure ◽  
Systemic Hypertension ◽  
Content Type ◽  
Arterial Blood ◽  
Mass Size ◽  
Intracranial Pressures ◽  
Relationship Of ◽  
The Relationship ◽  
Awake Cats ◽  
Supratentorial Mass

✓ Intracranial pressures above and below the tentorium, arterial blood pressure, heart rate, and respiratory rate were recorded continuously before, during, and after expansion of a supratentorial mass in awake unsedated cats. In general, as the mass enlarged, the intracranial pressure rose; however, considerable variation was observed among animals with respect to specific mass size and associated intracranial pressures. There was considerable variation in the relationship of supratentorial pressure to infratentorial pressure. No animal survived that had sustained a mass-induced pressure exceeding 1100 mm H2O, and survival was shorter with greater pressures. Systemic hypertension occurred always and only when the infratentorial pressure exceeded 600 mm H2O, regardless of the magnitude of the associated supratentorial intracranial pressure. The methodological limitations of previous studies of mass-induced intracranial hypertension appear to have been substantially reduced by the technique described.

Knowledge management implementation in Indian automobile ancillary industries

2016 ◽  
Vol 11 (3) ◽  
pp. 802-810 ◽  
Author(s):  
Nitin Yashwant Patil ◽  
Ravi M. Warkhedkar
Keyword(s):  
Knowledge Management ◽  
Industrial Area ◽  
Total Quality ◽  
Limited Data ◽  
Interpretive Structural Modeling ◽  
Content Type ◽  
Relationship Of ◽  
Power And Dependence ◽  
The Relationship

Purpose In the past decade, much has been written about knowledge management (KM) in the manufacturing; however, less attention has been paid to the Indian automobile ancillary industries located in Chinchwad, Pune. It is suitable to find out the relationship of the factors of the study. It helps in identifying the hierarchy of factors to be taken, and interlinking of production department with KM improves the productivity of the industries. Categorization of these principles based on their driving power (principles which hold other principles) and dependence (principles which are dependent on other principles) has also been examined for KM implementation to study the driving power and dependence power of these principles. This paper aims to determine the roadmap of KM implementation and categorize KM principles based on their driving power for manufacturing industries with the use of the interpretive structural modeling (ISM)-based model. The results indicate that the principles possessing higher driving power, such as KM, inventory control, quality control, productivity and scheduling and their interlinking. The major contribution of this research lies in the development of contextual relationship among various identified factors of KM and determination of their driving and dependence power through a single systemic framework. Design/methodology/approach In this paper, author find out the suitability ISM for Indian Automobile industries to find the relation among the variables. Findings ISM model has been developed for the hierarchy of the identified KM. As ISM model results a hypothetical hierarchy which needs a proper quantitative analysis to evaluate their percentage effectiveness in the hierarchy. Research limitations/implications It is applied to automobile industries with limited number of variables that will show the dependence variable and driving variables and their interrelations. It can be applied other fields to fine the relationship of variables. Practical implications The ISM may be used in supply chain management and total quality management to find interlinking between the variables. Originality/value The limited data collected from Pimpri Chinchwad industrial area of Pune from Maharashtra state (India).

A model of idiosyncratic deal-making and attitudinal outcomes

2016 ◽  
Vol 31 (3) ◽  
pp. 642-656 ◽  
Author(s):  
Violet T. Ho ◽  
Amanuel G. Tekleab
Keyword(s):  
Turnover Intention ◽  
Affective Commitment ◽  
Strong Relationship ◽  
Public University ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship ◽  
Industry Experience ◽  
Deal Making ◽  
Practical Implications

Purpose – The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined. Design/methodology/approach – Data were collected from 244 alumni of a Midwestern public university. Findings – The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention. Research limitations/implications – The authors provide a nuanced perspective of i-deals by separating employees’ request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful. Practical implications – For employees, cultivating a strong relationship with one’s supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees’ work attitudes. Originality/value – Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.

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