Transformational leadership and trust in leadership impacts on employee commitment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yue Yuan ◽  
Haiyan Kong ◽  
Tom Baum ◽  
Yining Liu ◽  
Chao Liu ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leadership Style ◽  
Structural Equation ◽  
Affective Commitment ◽  
Equation Modeling ◽  
Positive Contribution ◽  
Content Type ◽  
Trust In Leadership ◽  
The Relationship

Purpose This paper aims to explore the effects of leadership style and trust in leadership on employees’ affective commitment under the epidemic situation. Design/methodology/approach A total of 580 valid questionnaires were collected online targeting the hospitality and tourism employees working from home during the particular period of the COVID-19 Coronavirus crisis. Structural equation modeling was used to analyze the data with AMOS software. Findings The findings indicated that perceived transformational leadership was a positive predictor of trust in leadership and affective commitment. In addition to the positive contribution to commitment, trust in leadership also mediated the relationship between transformational leadership and organizational commitment. Originality/value The current study contributes to the literature on leadership and organizational commitment. The results of this study may provide a valuable guide to organizations, leaders and young employees.

Examining antecedents of retail employees' propensity to leave

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jungkun Park ◽  
Jiseon Ahn ◽  
Hyowon Hyun ◽  
Brian N. Rutherford
Keyword(s):  
Organizational Commitment ◽  
Emotional Exhaustion ◽  
Emotional Labor ◽  
Organizational Support ◽  
Structural Equation ◽  
Affective Commitment ◽  
Equation Modeling ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Propensity To Leave

PurposeIn this study, the authors examine the impacts of two facets of retail employees' cognitive support and affective commitment on emotional labor-related outcomes.Design/methodology/approachTo test the study hypotheses, 521 retail service employees participated in the survey. By using the structural equation modeling, the results show that employees' perceived organizational support directly and positively employees' affective organizational commitment and emotional exhaustion.FindingsBy using the structural equation modeling, the results show that employees' perceived organizational support directly and positively influence employees' affective organizational commitment and emotional exhaustion. The extent of employees' affective organizational commitment directly and negatively influences emotional labor and exhaustion. Furthermore, employees' emotional exhaustion exerts an influence on retail employees' propensity to leave.Research limitations/implicationsDrawing on social exchange and conservation of resources theories, this study contributes to emotional labor research and practices by examining factors that potentially influences employees' propensity to leave. For future studies, researchers can expand the proposed framework of the current study to other retailing settings.Practical implicationsFindings of the study suggest that retail organizations need to manage employees' support and commitment concerning to understand emotional labor.Originality/valueThe current study found that employees' affective commitment influences key emotional labor constructs including emotional labor and emotional exhaustion. Employees who have a high level of identification, involvement and emotional attachment toward the organization, they are less likely to feel of overload and inefficiency. Given the importance of emotional labor in the retailing setting, the proposed model and findings of this study contribute the existing knowledge of retail employees' behavior.

Participatory HRM and firm performance

2019 ◽  
Vol 41 (5) ◽  
pp. 1098-1119 ◽  
Author(s):  
Neha Gahlawat ◽  
Subhash C. Kundu
Keyword(s):  
Firm Performance ◽  
Organizational Climate ◽  
Structural Equation ◽  
Affective Commitment ◽  
Intention To Leave ◽  
Employee Attitudes ◽  
Primary Data ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between participatory HRM and firm performance through a series of mediators. Design/methodology/approach Primary data were collected from 569 respondents belonging to 207 organizations operating in India. Structural equation modeling and bootstrapping via PROCESS were used to analyze the hypothesized relationships between participatory HRM and firm performance. Findings The study has highlighted that participatory HRM in the form of self-managed teams, flexible work arrangements and empowerment results in better organizational climate, heightened affective commitment, reduced intention to leave and enhanced firm performance. Furthermore, it has been established that organizational climate, affective commitment and intention to leave serially mediate the relationship between participatory HRM and firm performance. Practical implications The study gives strong indications that adopting bundle of participatory HRM practices is beneficial for generating positive organizational climate, enhanced employee attitudes and superior firm performance. Originality/value By establishing serial mediation through organizational climate, affective commitment and employees’ intention to leave, this study brings new insights into the interpretation of underlying mechanism existing between participatory HRM and firm performance, thus uniquely contributes to the HRM and OB literature.

Linking transformational leadership and “multi-dimensions” of project success

2019 ◽  
Vol 13 (1) ◽  
pp. 103-127 ◽  
Author(s):  
Umer Zaman ◽  
Shahid Nawaz ◽  
Sidra Tariq ◽  
Asad Afzal Humayoun
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Structural Model ◽  
Project Success ◽  
Higher Order ◽  
Project Managers ◽  
Second Order ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose Transformational leadership, flexibility and visibility improves project responsiveness to highly unpredictable and impactful events referred as the ‘black swans’ in mega projects (Bloch et al., 2012; Raziq et al., 2018; Zailani et al., 2016). However, these concepts have never been empirically tested in a single framework to determine their significant impact on multi-dimensional project success. The purpose of this paper is to investigate the interactional effects of project flexibility and project visibility on the relationship between transformational leadership and “multi-dimensions” of project success including meeting design goals; impact on customers and benefits to project-based organization. Design/methodology/approach Empirical data derived from cross-sectional survey of 160 project managers from telecom intensive companies in Pakistan were used to test the conceptual framework developed from recent literature. Partial least squares-structural equation modeling (PLS-SEM) provided detailed analysis of the measurement and structural model. The most recent reflective–formative PLS-SEM approach for higher-order constructs has been introduced. Findings The results indicate that project managers’ transformational leadership (β = 0.348, p < 0.01), project flexibility (β = 0.221, p < 0.01) and project visibility (β = 0.366, p < 0.01) are positively related with the multi-dimensional project success (second-order formative) construct. Interestingly, the relationship between transformational leadership and project success is influenced by significantly negative moderations established through project flexibility (β = −0.100, p < 0.01) and project visibility (β = −0.093, p < 0.05). Research limitations/implications This study in the telecom sector examined the interactional effects of risk mitigating strategies (i.e. project flexibility and project visibility) on the relationship between transformational leadership and multi-dimensional project success. This study creates a basis for future investigations extending to various project types and relevant to different industries especially those involving higher-order (formative) assessments of project success. Practical implications The study findings assist project leaders to meet their escalating commitments in achieving project success from a multi-dimensional standpoint. Additionally, this study underscores a renewed perspective of transformational leadership and project outcomes. Despite prevailing understanding developed through prior research, transformational leadership may become less favorable for project success in conditions of increased flexibility and visibility in projects. Originality/value Earlier studies have overlooked the multi-dimensional nature of project success (second-order formative) construct, despite several attempts to examine the interplay between transformational leadership and project success. Based on the knowledge gap and non-existence of empirical evidence, the authors introduced and empirically tested the moderating role of project flexibility and project visibility in the relationship between transformational leadership and multi-dimensional project success.

Paths from leadership to upward influence

2014 ◽  
Vol 10 (3) ◽  
pp. 243-259 ◽  
Author(s):  
Tuan Luu
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Consumer Goods ◽  
Structural Equation ◽  
Influence Tactics ◽  
Middle Level ◽  
Equation Modeling ◽  
Upward Influence ◽  
Content Type ◽  
Influence Behavior

Purpose – This inquest into consumer goods companies in Vietnam aims to examine if leadership influences corporate social responsibility (CSR) and emotional intelligence (EI), which in turn influences upward influence behavior. The paper aims to discuss these issues. Design/methodology/approach – Structural equation modeling approach contributed to the analysis of 406 responses returned from self-administered structured questionnaires sent to 690 middle level managers. Findings – From the findings emerged a model of upward influence behavior and its antecedents such as leadership, CSR, and EI. Transformational leadership, ethical CSR, and high level of EI were found to nurture organizationally beneficial upward influence tactics. Originality/value – Through the findings of the study, the insight into the leadership-based model of upward influence behavior underscores the role of transformational leadership style, ethical CSR, as well as team EI in the cultivation of organizationally beneficial upward influence tactics in consumer goods companies in Vietnam business context.

Does employee-perceived reputation contribute to citizenship behavior?

2014 ◽  
Vol 26 (4) ◽  
pp. 593-609 ◽  
Author(s):  
Hui Fu ◽  
Yaoqi Li ◽  
Yanhong Duan
Keyword(s):  
Organizational Commitment ◽  
Corporate Reputation ◽  
Structural Equation ◽  
Current Knowledge ◽  
Reputation Management ◽  
Equation Modeling ◽  
Citizenship Behaviors ◽  
Employee Perception ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this study is to propose and verify a research model that investigates the mediating role of organizational commitment on the relationship between hotel employee-perceived reputation and organizational citizenship behaviors (OCBs). Design/methodology/approach – Based on the data obtained from a sample of 323 hotel employees in China, the reliability, validity and hypothesized relationships in the model were tested through structural equation modeling using LISREL 8.70. Findings – Empirical results show that different dimensions of corporate reputation affect OCBs differently. Social responsibility reputation has both direct and indirect effects on OCBs, while there is no direct link between employee-treatment reputation and OCBs. The relationship between corporate reputation and OCBs is mediated by organizational commitment. Practical implications – Hotel managers should pay more attention to employee perception of the hotel’s reputation. Reputation management is as important as reputation building. Favorable perception of hotel’s reputation contributes to positive behavioral intentions. Originality/value – Most recent research has explored the relationship between corporate reputation and customer behaviors. However, few studies take employee perception of reputation into consideration. This study tried to fill this void. Also, this study contributes to the current knowledge of both the reputation literature and citizenship literature by exploring the mediation of organizational commitment on the relationship between employee-perceived reputation and citizenship behaviors through data obtained from Chinese hotels.

Why does leader attention scope matter for innovation ambidexterity? The mediating role of transformational leadership

2016 ◽  
Vol 37 (7) ◽  
pp. 912-935 ◽  
Author(s):  
Xiaofeng Zheng ◽  
Zhiying Liu ◽  
Xiuyuan Gong
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Leadership Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Upper Echelons Theory ◽  
Attention Scope ◽  
The Relationship

Purpose The purpose of this paper is to explore the role leader attention plays in the nurture of transformational leadership (TL) behavior, as well as the mechanism by which TL affects innovation ambidexterity, this research empirically studied the relationship between leader attention scope (LAS) and innovation ambidexterity (exploratory innovation and exploitative innovation) through the mediating role of TL. Further, the moderating effect of environmental dynamism (ED) on the relationship between TL and innovation ambidexterity was examined. Design/methodology/approach Empirical study was adopted by distributing questionnaires to high echelon leaders in mainland China to assess related variables. Structural equation modeling was used to examine the relationships of the variables based on the 188 returned questionnaires. Findings The results show that LAS had a positive effect on innovation ambidexterity, and the relationship was partially mediated by TL. ED negatively moderated the relationship between TL and innovation ambidexterity. Practical implications The results suggest that upper echelon leaders receive more unfamiliar, outward-oriented, and source-diverse information to broaden their attention scope. The broad outlook they get obliges them to engage in TL behavior which is beneficial for innovation ambidexterity. Originality/value Based on upper echelons theory, this research reveals the realization mechanism of innovation ambidexterity from the perspectives of leader attention and leadership behavior. This paper avoids the previous research limitation of prevalently employing demographic measurements to substitute for leaders’ psychological processes. The study of LAS also explains the formation mechanism of TL. ED is considered to examine the effectiveness of TL.

The relationship between task-oriented leadership style, psychological capital, job satisfaction and organizational commitment: evidence from Vietnamese small and medium-sized enterprises

2020 ◽  
Vol 17 (4) ◽  
pp. 583-604
Author(s):  
The Nguyen Huynh ◽  
Nguyen Thuy An Hua
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Emerging Markets ◽  
Leadership Style ◽  
Psychological Capital ◽  
Equation Modeling ◽  
Unique Contribution ◽  
Content Type ◽  
Task Oriented ◽  
The Relationship

PurposeThis study examines the relationship between task-oriented leadership style, psychological capital, job satisfaction and organizational commitment: evidence from Vietnamese small and medium-sized enterprises.Design/methodology/approachThe method employed in the research is the Structural Equation Modeling (SEM) for testing hypotheses of data collected from a sample of 800 employees working in small and medium-sized enterprises in Vietnam.FindingsThe results show that the task-oriented leadership style has a positive impact on organizational commitment, limits job satisfaction and no obvious association with the psychological capital of employees. Besides, job satisfaction and psychological capital play an important role in the organizational commitment of employees in small and medium-sized enterprises of Vietnam.Originality/valueThis paper aims to shed light on a less fully explored topic for organizational behavior in small and medium-sized enterprises in emerging markets like Vietnam. In contrast to extensive studies on the participative and supportive leader, this study focuses on task-oriented leadership style in the testing and analysis to understand the theory of leadership style, psychological capital, job satisfaction and organizational commitment in emerging markets and provides more knowledge on employee behavior management for companies in Vietnam. This is a unique contribution to the original value of this article.

Role Conflict as Mediator Between Transformational Leadership and Change-Related Outcomes

2021 ◽  
Vol 12 (2) ◽  
pp. 99-110
Author(s):  
Tim Brouns ◽  
Roxane Rexin ◽  
Kai Externbrink
Keyword(s):  
Transformational Leadership ◽  
Role Conflict ◽  
Structural Equation ◽  
Affective Commitment ◽  
Role Theory ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Commitment To Change ◽  
Psychological Mechanisms ◽  
The Relationship

The purpose of the paper is to contribute to the inner workings of transformational leadership in the context of organizational change. According to the organizational role theory, role conflict is proposed as a mediator between transformational leadership and affective commitment to change and irritation. Cross-sectional data were collected in a German company in the textiles sector, undergoing a pervasive IT-related change. Confirmatory factor analysis and structural equation modeling was performed for validity and hypothesis testing. The findings suggest that role conflict acts as a full mediator in the relationship between transformational leadership and affective commitment to change, as well as irritation. Transformational leadership is often discussed in terms of change-oriented leadership. Surprisingly, only a few studies have examined the specific impact of transformational leadership on attitudinal outcomes during change processes, yet. Consequently, research on the underlying psychological mechanisms of the relationship is scarce, too.

A mediating and moderating role on employee performance appraisal

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adie Irwan Kusumah ◽  
Haryadi ◽  
Adi Indrayanto ◽  
Iwan Setiawan
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to determine the relationship between transformational leadership, self-efficacy, gender, intrinsic motivation and employee performance in mediating and moderating roles. Design/methodology/approach Respondents in this study were 531 hotel employees (human resources development staff, financial, relationship) in Yogyakarta who were led by women. Structural equation modeling was used to test the hypotheses using AMOS 22.0. Findings The results show that transformational leadership has a positive and significant effect on employee performance, self-efficacy acts as a mediating variable on the relationship between transformational leadership and employee performance. The results also indicate that gender acts as a moderating variable by strengthening the relationship between transformational leadership and employee performance and intrinsic motivation acts as a moderating variable by strengthening the relationship between self-efficacy and employee performance. Research limitations/implications This study has two limitations. First, the research results cannot conclude the company in general because the sampling of this study is limited to the hotel business which is led by women only. Future research is needed to explore more deeply to compare the performance of employees in companies led by women and those led by men. Second, this study uses only one independent variable. Future research needs to be done to explore the effect of other variables on company performance, such as work culture, work environment and job satisfaction. Practical implications The main managerial contribution of this study is directed to companies that are interested in developing employee performance. First, self-efficacy is able to mediate transformational leadership in achieving employee performance. Besides this research offers a clear strategy for companies to stimulate their employees to strengthen leadership individually so as to improve the quality of their work. Thus, companies can carry out leadership training that is focused on being able to recognize employees who have low self-efficacy. If this is done, the company can reduce expenses that are not small but can make a significant contribution. Originality/value To the best of the authors’ knowledge, this study is the first to examine the mediating and moderating role of transformational leadership, employee performance, self-efficacy, gender and intrinsic motivation, especially in a hotel business led by women in Yogyakarta, Indonesia.

The impact of transformational leadership on employees’ creativity

2018 ◽  
Vol 41 (1) ◽  
pp. 113-132 ◽  
Author(s):  
Taghrid S. Suifan ◽  
Ayman Bahjat Abdallah ◽  
Marwa Al Janini
Keyword(s):  
Transformational Leadership ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Banking Sector ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the effect of transformational leadership on employees’ creativity in the Jordanian banking sector through the mediating effect of perceived organizational support. Design/methodology/approach The study is based on survey data collected from 369 employees working in Jordanian banks. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modeling. Findings The results indicate that transformational leadership positively affects some dimensions of employees’ creativity and perceived organizational support. However, perceived organizational support is found to not be significantly related to some dimensions of employees’ creativity. Additionally, the mediating effect of perceived organizational support on the relationship between transformational leadership and some dimensions of employees’ creativity is found to not be significant. Originality/value This paper is one of the first to examine the relationship between transformational leadership and employees’ creativity through perceived organizational support, especially in an Arab country and in the banking sector.

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