The Effect of Authentic Leadership, Leader-member Exchange, and Power Distance Beliefs on University Athletics’ Organizational Commitment

2021 ◽  
Vol 19 (4) ◽  
pp. 709-718
Author(s):  
Hyunwoo Kim ◽  
Keyword(s):  
Organizational Commitment ◽  
Authentic Leadership ◽  
Power Distance ◽  
Leader Member Exchange ◽  
Member Exchange

Authentic Leadership and Engaging Employees: A Moderated Mediation Model of Leader–Member Exchange and Power Distance

2021 ◽  
pp. 193896552110335
Author(s):  
Juan Du ◽  
Emily Ma ◽  
Xinyue Lin ◽  
Yao-Chin Wang
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Authentic Leadership ◽  
Power Distance ◽  
Moderated Mediation ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Hotel Employees ◽  
Moderated Mediation Model ◽  
Member Exchange

This study developed and tested a multilevel, moderated mediation model of whether, how, and when authentic leadership can affect employee work engagement in a hotel context, building on social exchange theory. A two-wave data collection process gathered 440 valid responses of hotel frontline employees from five-star hotels in China. The result supported a positive influence of authentic leadership on work engagement and the mediating role of leader–member exchange (LMX). Hotel employees’ perceived power distance orientation moderated the indirect relationship between authentic leadership and work engagement through LMX. In contrast to previous studies supporting the negative effect of power distance on employee behavior, the present findings suggest that power distance strengthens the relationship between authentic leadership and hotel employees’ work engagement. This study contributes to authentic leadership literature and provides insights into how interactions between personal and contextual factors affect authentic leadership’s influence on work engagement in hospitality organizations.

Authentische Führung

2018 ◽  
Vol 62 (3) ◽  
pp. 142-160
Author(s):  
Luise Franke-Bartholdt ◽  
Dirk Frömmer ◽  
Jürgen Wegge ◽  
Anja Strobel
Keyword(s):  
Authentic Leadership ◽  
Leader Member Exchange ◽  
Member Exchange

Zusammenfassung. Zur Erfassung authentischer Führung fehlt im deutschen Sprachraum ein transparent validiertes Messverfahren. Der vorliegende Beitrag soll mit einer deutschen Adaption des Authentic Leadership Inventory von Neider und Schriesheim (2011) diese Lücke schließen. Nach der Übersetzung des Originals wurde das Deutsche Inventar Authentischer Führung (DIAF) in drei Stichproben (Ngesamt = 705) geprüft und modifiziert. In konfirmatorischen Faktorenanalysen konnte die theoretisch postulierte Binnenstruktur mit vier Komponenten bestätigt werden: Selbstbewusstheit, Transparenz in Beziehung zu anderen, verinnerlichte moralische Perspektive und ausgewogene Informationsverarbeitung. Die internen Konsistenzen der Gesamtskala (16 Items) und Einzelkomponenten lagen im guten bis sehr guten Bereich. Es wurden erwartungskonforme Zusammenhänge zu anderen Führungsskalen gefunden (positive Korrelationen zu ethischer Führung und Leader Member Exchange, negative Korrelationen zu destruktiver Führung). Das Instrument zeigte bedeutsame Zusammenhänge zu zentralen organisationalen Ergebniskriterien (Wohlbefinden, Arbeitsengagement, individuelle Leistung) und inkrementelle Validität über andere Führungsskalen hinaus. Insgesamt kann das DIAF als ökonomisches und valides Verfahren zur Erfassung authentischer Führung eingesetzt werden.

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.

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