scholarly journals THE REVIEWING OF RELATIONSHIPS BETWEEN PERSON – ORGANIZATION FIT, ORGANIZATIONAL COMMITMENT AND ETHICAL LEADERSHIP IN ACCOMODATION ESTABLISHMENTS

2021 ◽  
Vol 53 (53) ◽  
pp. 290-314
Author(s):  
Öznur SİDAL ◽  
Atilla AKBABA
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Person Organization Fit

Does Public Service Motivation Always Lead to Organizational Commitment? Examining the Moderating Roles of Intrinsic Motivation and Ethical Leadership

2017 ◽  
Vol 46 (3) ◽  
pp. 211-238 ◽  
Author(s):  
Wisanupong Potipiroon ◽  
Michael T. Ford
Keyword(s):  
Organizational Commitment ◽  
Intrinsic Motivation ◽  
Public Service ◽  
Ethical Leadership ◽  
Public Management ◽  
Self Determination Theory ◽  
Public Service Motivation ◽  
Self Determination ◽  
Public Employees ◽  
Contingency Perspective

Much of the work in public management indicates that public service motivation (PSM) generally leads to higher levels of organizational commitment. We argue that this relationship is more complex than generally assumed. First, drawing from self-determination theory, we propose that intrinsic motivation is conceptually distinct from PSM and that the two variables could interact. Second, drawing from the fit perspective, we further propose that ethical leadership is a contextual variable that will enhance the effect of PSM. A field study of public employees in Thailand provides support for this contingency perspective. We found that intrinsic motivation moderated the effect of PSM, such that the effect was positive only for individuals with high-intrinsic motivation but negative for those with low-intrinsic motivation. Furthermore, our analysis revealed a three-way interaction, which indicated that PSM was most positively related to organizational commitment when accompanied by high-intrinsic motivation and ethical leadership.

The influence of transformational leadership on followers’ affective commitment

2015 ◽  
Vol 20 (6) ◽  
pp. 583-603 ◽  
Author(s):  
Florence Stinglhamber ◽  
Géraldine Marique ◽  
Gaëtane Caesens ◽  
Dorothée Hanin ◽  
Fabrice De Zanet
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Spillover Effect ◽  
Transformational Leaders ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Person Organization Fit

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

scholarly journals THE ROLE OF ETHICAL LEADERSHIP IN INCREASING EMPLOYEES' ORGANIZATIONAL COMMITMENT AND PERFORMANCE: THE CASE OF HEALTHCARE PROFESSIONALS

2021 ◽  
pp. 133-146
Author(s):  
Gülay Tamer
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Structural Equation ◽  
Healthcare Professionals ◽  
Individual Performance ◽  
Normative Commitment ◽  
Variable Model ◽  
And Performance ◽  
Leadership Approaches

Today's organizations are looking for ways to improve the organizational commitment and performance of employees in order to have a qualified workforce and maintain sustainability. Organizational leaders' approach to increasing employee motivation positively affects their organizational commitment and job performance. This research, basically focusing on the health sector, tried to specify the effect of the managers’ ethical approach on employees’ organizational commitments, performances, and the role of organizational commitments in this effect. The sampling was composed of 362 healthcare professionals. In this cross-sectional field study, an independent variable model for the ethical leadership approaches and a dependent variable model for the employees’ performance and commitment to their organizations were practiced. Data was collected through Ethical leadership, Organizational Commitment, and Individual Performance Scales. The data collected were analyzed through SPSS and AMOS package programs. A correlation analysis to specify the relationships between the variables and a regression analysis was done to specify the interaction. In specifying the intermediary role of organizational commitment, Structural Equation Model (SEM) was used. The results of the analyses showed positive significant relationships between ethical leadership approaches and organizational commitment and employees’ performance. It was also observed that ethical leadership approaches had a positive and meaningful effect on affective, continuous and normative commitment, the sub-dimensions of organizational commitment, as well as the employees’ performance. On other important finding is employees’ attendance and normative commitment are highly affected by ethical leadership approaches. As a result, it was specified that ethical leadership approaches by the managers are highly effective on employees’ performance and their commitment. It was also noted that organizational commitment played a mediator role on ethical leadership approaches. These findings were seen to be amicable with findings in previous studies. It is expected that this research will contribute to the literature because it is a holistic model including the relationships between variables.

The influence of ethical leadership on the organizational commitment in fire organizations

2021 ◽  
Vol 37 (1) ◽  
pp. 145-156
Author(s):  
Mohammadkarim Bahadori ◽  
Matina Ghasemi ◽  
Edris Hasanpoor ◽  
Seyed Mojtaba Hosseini ◽  
Khalil Alimohammadzadeh
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Affective Commitment ◽  
Role Model ◽  
Fire Department ◽  
Average Score ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Content Type ◽  
In Fire

Purpose It is necessary for organizations to have committed employees to perform properly and be able to survive in a competitive world. One of the key components of organizational commitment is implementation of ethical leadership. The purpose of this study is to examine the relationship between ethical leadership and organizational commitment in fire organizations of Tehran. Design/methodology/approach A descriptive-correlational study was carried out in 2019. The sample consisted of 200 randomly selected participants, active in executive and headquarters divisions of fire department in Tehran. To collect data, a questionnaire with three different parts: demographics, organizational commitment questionnaire and the ethical leadership scale, was used. Data analysis were performed by AMOS24 and SPSS software, and data are presented as descriptive statistics of frequency, percentages, mean ± standard deviation (SD) and Pearson’s correlation coefficient. Findings Mean and SD for organizational commitment and ethical leadership were 3.44 ± 0.7 and 3.66 ± 0.62, respectively. Affective commitment had the highest average score among organizational commitment dimensions (3.63 ± 0.75). Among ethical leadership dimensions, ethical management showed the highest average (3.79 ± 0.70). Each component of organizational commitment, i.e. affective commitment, continuance commitment and normative commitment, also showed a significant relationship with ethical leadership (p < 0.05). Model fit results revealed that independent variables could anticipate 87% of changes of dependent variables in organizational commitment. Originality/value The results show a significantly positive relationship between ethical leadership and organizational commitment among the firefighters. Therefore, by using ethical leadership method, i.e. being a role model, improving the relations between management and employees, establishing trust and mutual respect, managers of fire departments can increase firefighters’ organizational commitment, affective commitment, continuance commitment and normative commitment and prevent them from quitting.

Enhancing the lodging experience through ethical leadership

2019 ◽  
Vol 31 (2) ◽  
pp. 669-690 ◽  
Author(s):  
Christina Klearchou Dimitriou ◽  
Charles H. Schwepker
Keyword(s):  
Service Quality ◽  
Ethical Leadership ◽  
Customer Orientation ◽  
Lodging Industry ◽  
Ethical Values ◽  
Customer Contact ◽  
Content Type ◽  
Service Sabotage ◽  
Person Organization Fit ◽  
The Relationship

PurposeGrounded in ethical decision-making theory, this paper aims to develop and empirically tests a model that examines the relationships between ethical leadership, customer orientation, ethical values person-organization fit, commitment to service quality and service sabotage among customer-contact service employees in the lodging industry.Design/methodology/approachData were electronically collected from a national survey of 316 hotel/motel customer-contact employees.FindingsResults revealed that perceived ethical leadership behavior is positively related to customer orientation, ethical values person-organization fit and commitment to service quality. Customer orientation is positively related to commitment to service quality and mediates the relationship between ethical leadership and service sabotage. Ethical values person-organization fit mediates the relationship between ethical leadership and service sabotage.Research limitations/implicationsThe study is cross-sectional, limited to customer-contact employees in lodging settings and examines merely the employee perspective.Practical implicationsLodging leaders can benefit significantly in many areas by practicing ethical leadership. For example, service sabotage behaviors can be reduced indirectly by aligning the customer-contact employees’ ethical values with those of the organization, as well as when this employee is customer-oriented. An ethical leadership style also can positively influence customer-contact employees’ customer orientation and increase their commitment to service quality. Lodging properties must hire and cultivate managers and supervisors with ethical values.Originality/valueThis research helps to better understand leadership behaviors useful for improving the ethical conduct and performance of customer-contact employees in the lodging industry, while simultaneously improving their commitment to service quality and guest-oriented behavior.

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