scholarly journals The Influence of Emotional Intelligence on Employee’s Counterwork Behavior and Organizational Commitment: Mediating Role of Transformational Leadership

2020 ◽  
Vol 71 ◽  
pp. 377-402
Author(s):  
Bikhtiyar HUSSEIN ◽  
Mehmet YESILTAS
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Structural Equation ◽  
Empirical Studies ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Equation Modeling ◽  
Endogenous Variables ◽  
The Relationship

The study investigated direct and indirect impact of emotional intelligence on employee counterproductive work behavior and organizational commitment through transformational leadership. On the basis of theoretical and empirical studies, one exogenous variable (emotional intelligence) and three endogenous variables i. e transformational leadership, counterproductive work behavior, and organizational commitment were analyzed through structural equation modeling with the aid of AMOS V24. The participants were 302 administrative staff of private universities in Kurdistan region of Iraq. This study found emotional intelligence to significantly reduce counterproductive work behavior, while it was also found to significantly enhance employee commitment to their organization and transformational leadership. Moreover, transformational leadership was found to have a significant effect of reducing counterproductive work behavior among the staff, while it encourages their commitment to the university. In addition, transformational leadership was found to have a positive partial mediation in the relationship between emotional intelligence and counterproductive work behavior on one hand, and the relationship between emotional intelligence and organizational commitment on the other hand. Finally, the theoretical and practical implications of the study were addressed.

scholarly journals The relationship between counterproductive work behavior and emotional intelligence among pest control employees

2021 ◽  
Vol 14 (1) ◽  
pp. 95
Author(s):  
Evi Susanti ◽  
Adam Ahmad Alwansyah
Keyword(s):  
Emotional Intelligence ◽  
Pest Control ◽  
Structural Equation ◽  
Negative Relationship ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Equation Modeling ◽  
Significant Negative Relationship ◽  
The Relationship ◽  
Emotionally Intelligent

<p>The primary purpose of this research is to study the effect of emotional intelligence (EI) on the counterproductive work behavior (CWB) of employees in the pest control industry in Indonesia. Although the effect of EI on CWB can be analyzed using the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT), this model is not specific to employees; for this reason, EI will be measured via the Wong and Law Emotional Intelligence Scale (WLEIS). Questionnaires were distributed to 585 pest control employees. The data were analyzed using structural equation modeling (SEM). The results indicate that EI has a statistically significant negative relationship with CWB and that the more emotionally intelligent employees are, the less likely they will be to act counterproductively at work. These findings can potentially reduce the level of CWB for organizations and society by enabling companies to assess the EI of workers. </p>

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.

scholarly journals Trickle-down effect of CEO transformational leadership on employee’s innovative work behaviors

2019 ◽  
Vol 1 (2) ◽  
pp. 01-14
Author(s):  
Bruce Gashema ◽  
Juniter Kwamboka Mokua
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Work Behavior ◽  
Equation Modeling ◽  
Organizational Setting ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Impact ◽  
The Relationship ◽  
Innovation Behavior

Despite the theoretical foundation that links Transformational leadership (TFL) with innovation behavior, previous studies have overlooked on Transformational leadership and innovation behavior at the individual level relationship but paid less attention to how transformational leadership qualities of top leaders would advance innovative work behavior within the organizational setting. To date, the impact of Transformational leadership at a top executive level on employee’s innovative work behavior (IWB) within an organizational setting has not been dealt with in-depth. However, using transformational leadership theory, this study uncovers the pivotal role of innovation culture (IC) and managerial innovation (MI) in the relationship between CEO transformational leadership and employee’s innovation behavior in SMEs. A cross-sectional design with a total of 434 employees from 24 SMEs operating from Rwanda was analyzed using structural equation modeling to evaluate the relationship between the variables developed in the study. The findings of this study support our hypothesized model.

scholarly journals Harmonizing dependency and independence

2012 ◽  
Vol 25 (2) ◽  
pp. 453-476
Author(s):  
ByungJik Kim ◽  
MyungHo Chung
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Perceived Control ◽  
Structural Equation ◽  
Equation Modeling ◽  
Transformational Leaders ◽  
Mediating Role ◽  
Structural Relationships ◽  
The Relationship

Transformational leadership produces ambidextrous effects: followers' dependence on leaders and independent competence. These two effects represent affective and cognitive aspects of psychological process in the functioning of transformational leadership. This study examined the mediating role of trust and perceived control as the link between transformational leadership and organizational commitment. With analysis of data from 1,136 employees using structural equation modeling(SEM), we tested the hypothetical model explaining the structural relationships among the variables and interpreted the fitness and robustness of the suggested model. The results showed that (1) trust partially mediated the relationship between transformational leadership and organizational commitment, and (2) the relationship between transformational leadership and organizational commitment was also partially mediated by perceived control. The results suggest that transformational leaders need to harmonize both dependency and independence of followers. The implications and the directions for future studies were also discussed.

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

2021 ◽  
pp. 009385482110361
Author(s):  
Ivan Y. Sun ◽  
Yuning Wu ◽  
Smart E. Otu ◽  
Gilbert C. Aro ◽  
Ikechukwu Charles Akor ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Police Officers ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
African Countries ◽  
Mediating Mechanisms ◽  
The Relationship

Organizational commitment is an imperative aspect of occupational attitudes as it signals employees’ willingness to stay with their organization and effectively achieve collective goals. Although recent studies have assessed factors influencing police officers’ organizational commitment, very little is known about the antecedents of police commitment in African countries. Based on a survey of Nigerian police officers, the study assesses the linkage between organizational justice and organizational commitment directly and indirectly through organizational trust and job satisfaction. Structural equation modeling (SEM) indicates that the relationship between organizational justice and organizational commitment is principally indirect through the mediating mechanisms of supervisory trustworthiness and job satisfaction. Officers who express greater organizational justice report higher trust in their management and supervisors and, subsequently, stronger job satisfaction, leading to higher organizational commitment. Implications for future research and policy are discussed.

Job insecurity and turnover intention: Organizational commitment as mediator

2017 ◽  
Vol 45 (4) ◽  
pp. 529-536 ◽  
Author(s):  
Sang Hyun Lee ◽  
Dae Yong Jeong
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Turnover Intention ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Job Insecurity ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Future Research ◽  
The Relationship

Drawing from social exchange theory, we investigated the relationship between job insecurity and turnover intention, and the mediating effect of organizational commitment on this relationship. Structural equation modeling was employed to investigate the hypotheses using data from 459 employees in various firms in South Korea. Our findings confirmed that job insecurity was positively related to turnover intention, and that organizational commitment mediated the relationship between job insecurity and turnover intention. Implications of our findings for the job insecurity literature are discussed in the Korean context, and directions for future research are given.

scholarly journals Do Transformational Leadership, Interpersonal Communication, and Career Development Have Direct and Indirect Effect on Diplomats’ Organizational Commitment at the Ministry of Foreign Affairs Republic of Indonesia in Jakarta?

2020 ◽  
Vol 4 (1) ◽  
pp. 59-73
Author(s):  
Asrarudin ◽  
Dedi Purwana ◽  
R. Madhakomala
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Career Development ◽  
Interpersonal Communication ◽  
Structural Equation ◽  
Total Sample ◽  
Foreign Affairs ◽  
Equation Modeling ◽  
Analysis Tool ◽  
The Republic

  Objective of this research is to determine direct and indirect effects of transformational leadership, interpersonal communication, and career development on the commitment of diplomats at the Ministry of Foreign Affairs of the Republic of Indonesia in Jakarta. The sample design used is probability sampling which provides equal opportunity for each element (member) of the population to be selected as a sample member. And the technique for determining the number of samples is proportionate Stratified Random Sampling. This technique is used because the population is not homogeneous and proportionally distributed. The research design used is a quantitative approach with a total sample of 255 respondents. The data analysis tool used is Structural Equation Modeling (SEM) with WarpPLS 5.0 software. This research reveals that transformational leadership has a positive and significant effect on interpersonal communication which indicates that the better transformational leadership, interpersonal communication will be more increased; transformational leadership has a positive and significant influence on career development which describes that the better transformational leadership, career development will get better; Transformational leadership contributes positively and significantly to organizational commitment through career development which shows an increase in career development then transformation leadership will be better and have an impact on increasing organizational commitment; and interpersonal communication has a positive but not significant role on organizational commitment through career development which shows that good interpersonal communication has neither effect on career development nor impact on the commitment of diplomatic organizations in the Ministry of Foreign Affairs of the Republic of Indonesia.  

scholarly journals Predicting innovative work behaviors through transformational leadership

2021 ◽  
Vol 10 (1) ◽  
pp. 69-84
Author(s):  
Bruce Gashema
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Social Exchange ◽  
Structural Equation ◽  
Organizational Level ◽  
Equation Modeling ◽  
Important Relationship ◽  
Corporate Social ◽  
The Relationship ◽  
Innovation Behavior

To stay competitive and viable in today's rapidly evolving and highly hostile market climate, companies need to concentrate more on innovation. In this regard, the specific quality of transformational leadership has been strongly linked to organizational innovativeness. However, the purpose of this study is to examine the relationship between transformational leadership and the innovation behavior of employees. The literature review developed in the current study is fundamentally centered on how transformational leaders value innovation by facilitating organizational learning to foster innovative behavior among employees. Corporate social responsibilities as an organizational level factor that can drive employee attitudes were also examined as a moderating effect in this relationship. The rationale of the relationship of the variables is supported by both transformational leadership theory (TFL) and social exchange theory (SET). Data were collected from corporate social responsibility engaged SMEs operating in Rwanda. Using Cranach’s alpha reliability and validity were tested while structural equation modeling (SEM) was used in analyzing data. The findings of this study intend to fill some gaps in the current literature such as the introduction of CSR in the relationship between top managerial level leadership, organizational learning, and innovation behavior of employees, also introducing SET to explain such important relationship

Servant Leadership from Multiple Domains and Follower Work Behavior

2021 ◽  
Vol 18 (4) ◽  
pp. 272-292
Author(s):  
Mitchell Neubert ◽  
Cindy Wu ◽  
Kevin Dougherty
Keyword(s):  
Servant Leadership ◽  
Regulatory Focus ◽  
Structural Equation ◽  
Work Behavior ◽  
Equation Modeling ◽  
Working Adults ◽  
Using Data ◽  
Multiple Domains ◽  
Relationship Of ◽  
The Relationship

Managers and ministers exercise influence over their members inside and outside of their organizations. We examine the relationship of servant leadership from two contexts, an individual’s workplace and place of worship, with regulatory foci, and, in turn, entrepreneurial behavior and counterproductive work behavior (CWB) at work. Moreover, we contend that spiritual discipline (i.e., prayer and reading sacred texts) moderates the relationship of servant leadership to regulatory focus by altering the salience of each leader’s behavior. Using data collected in two waves from 912 working adults, we test the proposed relationships with multi-group structural equation modeling. Findings largely support the hypotheses and point toward important implications for servant leadership in both workplace and place of worship settings.

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.

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