The Effect of Supervisor’s Transformational Leadership Percieved by Members of Small and Medium Sized Mold Manufacturing Companies on Organizational Commitment through Leader-Member-Exchange

2020 ◽  
Vol 9 (2) ◽  
pp. 241-257
Author(s):  
Jeon Kong-Joong ◽  
Hwang Chan-Gyu ◽  
Song Young-Woo
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leader Member Exchange ◽  
Manufacturing Companies ◽  
Member Exchange

scholarly journals Pengaruh Kepemimpinan Transformasional terhadap Komitmen Organisasi pada BPR Kartasura Saribumi PT dengan Leader Member Exchange sebagai Variabel Intervening

2021 ◽  
Vol 1 (1) ◽  
pp. 35
Author(s):  
Nandhitya Rumambi ◽  
Muhammad Cholil
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leader Member Exchange ◽  
Direct Influence ◽  
Research Subjects ◽  
Member Exchange

The purpose of this research were explain and measure the direct influence of transformational leadership on the commitment of employee organizations in the Kartosuro Sari Bumi BPR PT. Effect of transformational leadership on Leader member exchange  on employees of BPR Kartosuro Sari Bumi PT. Effect of leader member exchange on organizational commitment on employees of BPR Kartosuro Sari Bumi PT. Effect of transformational leadership on commitment leader member exchange mediated organization in employees of BPR Kartosuro Sari Bumi PT. This study took the object of Kartosuro Sari Bumi BPR PT. Located at Jl. Ahmad Yani, No. 142, Kartosuro, Sukoharjo. The research subjects were 320 employees, and 178 employees were taken as samples.The results of the study found that transformational leadership influences organizational commitment; Transformational leadership influences leader member exchange. Leader member exchange fully influences the influence of transformational leadership on the commitment of employee organizations in the BPR Kartosuro Sari Bumi PT.

Ideological leadership in public schools

2020 ◽  
Vol 58 (3) ◽  
pp. 303-320
Author(s):  
Ori Eyal ◽  
Talya R. Schwartz ◽  
Izhak Berkovich
Keyword(s):  
Transformational Leadership ◽  
Public Schools ◽  
Organizational Commitment ◽  
Public School ◽  
Charismatic Leadership ◽  
Measurement Tool ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
New Evidence

PurposeThis study aims to explore the conception and construct of ideological leadership (IL) as it relates to public organizations, such as public schools, and to validate a tool for its measurement in this setting.Design/methodology/approachData was collected from 633 teachers working at 69 randomly-sampled Israeli public schools. In each school, an average of nine (SD = 2) randomly-sampled teachers completed questionnaires that measure IL, transformational leadership, organizational commitment, leader-member exchange and motivational factors. The data underwent validity and hypotheses tests.FindingsThe hypothesized presence of the personalized and socialized IL orientations among public-school principals has been confirmed. Only personalized IL predicted teachers' outcomes above and beyond transformational leadership, affecting measures of organizational commitment, leader-member exchange and controlled motivation.Originality/valueNew evidence supports the validity of this proposed measurement tool. New evidence also suggests that although ideology has been known to be a factor of charismatic leadership, IL in close public-school settings accentuates practices of control, rather than proselytizing coherent worldviews to teachers. This, in turn, may have a deleterious influence on work outcomes and outweigh the possible benefits of IL. Accordingly, it is suggested that school leaders should critically consider the desirability of embracing ideological zeal as part of their leadership tools.

Psychological contract breach and teachers' organizational commitment: mediating roles of job embeddedness and leader-member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Serwaa Amoah ◽  
Francis Annor ◽  
Maxwell Asumeng
Keyword(s):  
Organizational Commitment ◽  
Psychological Contract ◽  
Job Embeddedness ◽  
Psychological Contract Breach ◽  
Leader Member Exchange ◽  
Normative Commitment ◽  
Contract Breach ◽  
Continuance Commitment ◽  
Content Type ◽  
Member Exchange

PurposeThe study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.Design/methodology/approachThe study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.FindingsPsychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.Practical implicationsFindings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.Originality/valueThe study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

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