scholarly journals Organizational Commitment and Job Performance: Examining the Mediating and Moderating Roles of Organizational Citizenship Behaviour and Leadership Styles

2020 ◽  
Vol 10 (4) ◽  
pp. 93
Author(s):  
ERIC COBBINAH ◽  
ALBERT HENRY NTARMAH ◽  
ANTHONY FRANK OBENG ◽  
PRINCE EWUDZIE QUANSAH
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Affective Commitment ◽  
Positive Relationship ◽  
Affective Organizational Commitment ◽  
Performance Examining ◽  
The Relationship

Though a significant number of studies in organizational behaviour literature have shown a positive relationship between affective organizational commitment and job performance, the findings of some studies indicate that the relationship varies. This highlights the presence of mediator and moderator variables. Our study seeks to clarify when and why affective organizational commitment is more or less related to job performance by investigating the mediating role of organizational citizenship behaviour and the moderating effect of leadership styles (transactional and transformational) on this relationship. Using a quantitative survey we sampled 556 workers from the Metropolitan, Municipal and District Assemblies in Ghana. The empirical results from hierarchical multiple linear regressions showed a positive relationship between affective commitment and job performance whilst OCB also mediated this relationship. The moderation analysis revealed that leadership styles (transformational and transactional) strengthened the positive relationship between affective commitment and job performance with transactional leadership the most effective leadership style. The outcome of our study suggest that, though affective commitment positively relates with job performance the relationship varies with the leader’s leadership style. We realized that within the local government context in Ghana, organizational commitment is more closely or strongly related to job performance when leaders (MMDCEs/mayors) transactional rather than transformational leadership is high. The practical contributions of this study are thoroughly discussed.

scholarly journals The Mediating Effects of Organizational Commitment on the Relationship between Transformational Leadership Style and Job Performance

2015 ◽  
Vol 11 (1) ◽  
pp. 231 ◽  
Author(s):  
Dhaifallah Obaid Almutairi
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Style ◽  
Affective Organizational Commitment ◽  
Mediating Effects ◽  
Transformational Leadership Style ◽  
Female Nurses ◽  
The Relationship ◽  
Larger Sample

<p><span lang="EN-US">Nurses are considered the most valuable assets in hospitals, and leadership style is one of the determinants that can affect their performance. The purpose of this study is to examine the mediating effects of organizational commitment on the relationship between transformational leadership style and employees' job performance among Saudi female nurses. Four hospitals located in Riyadh and 227 Saudi female nurses were selected for this study. The results indicate that transformational leadership style is positively correlated with job performance and affective organizational commitment. The findings also reveal that affective organizational commitment mediates the relationship between transformational leadership style and job performance. This study recommends that hospital management should provide the groundwork for instilling transformational leadership styles and mangers should pay more attention to their leadership style in order to enhance job performance. This study also suggests further research that would include different measures and a larger sample as well as other areas, which could result in better understanding of the relationship between the variables.</span></p>

scholarly journals The Effect Of Motivation And Leadership Styles Of Lecturer Professions On Organizational Commitment

2018 ◽  
Vol 22 (2) ◽  
pp. 223
Author(s):  
Ian Nurpatria Suryawan
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Positive Relationship ◽  
Sampling Technique ◽  
Private University ◽  
Partial Least Square ◽  
Least Square ◽  
Instrument Analysis

This research is intended to test influence Motivation and Leadership Style against Organizational Commitment work lecturer at Universities in Jakarta. The Universities is a private university located in Jakarta, Indonesia. The sample used purposive sampling technique, who works as a lecturer at the Universities. Instrument analysis of data used is multiple regression analysis by the aid Partial Least Square (PLS) program. Based on the results of the study found that there is a positive relationship. The result is Motivation and Leadership Style against Job Satisfaction, Motivation and Leadership Style against Job Performance, Motivation and Leadership Style against Organizational Commitment.

When Does Affective Organizational Commitment Lead to Job Performance?: Integration of Resource Perspective

2018 ◽  
Vol 47 (4) ◽  
pp. 380-393 ◽  
Author(s):  
Qiong Wang ◽  
Qingxiong (Derek) Weng ◽  
Yifan Jiang
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Occupational Commitment ◽  
Affective Organizational Commitment ◽  
Using Data ◽  
Organizational Tenure ◽  
The Relationship

To address the inconsistent findings on the relationship between affective organizational commitment and job performance, this study examines whether this relationship depends on employee’s occupational commitment and organizational tenure as measured by the stage of their employment (trial stage vs. stabilization stage). Existing evidence has shown that employees with high affective organizational commitment possess a greater willingness to exhibit higher levels of both task performance and organizational citizenship behaviors (OCBs). Integrating social exchange and resources perspectives, we argue that the actualization of such willingness is driven by the perceived value of the resources generated from this behavior. Two specific hypotheses were tested using data from 326 participants (mean age = 26.44; SD age = 4.21; 58.1% male) across two time periods. As hypothesized, occupational commitment moderated both the organizational commitment–task performance and organizational commitment–OCB relationships, while organizational tenure stage only moderated the latter link. Theoretical and practical implications are discussed.

scholarly journals The Relationship between Leadership Style and Employee Outcomes: The Mediating Role of Organizational Commitment

2019 ◽  
Vol 4 (2) ◽  
pp. 100-106
Author(s):  
Ilzar Daud ◽  
Nur Afifah
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
West Kalimantan ◽  
Mediating Role ◽  
Transformational Leadership Style ◽  
The Relationship

Objective - The objective of this study is to examine the relationship between transformational leadership styles and job performance and the mediating role of organizational commitment in the relationship between transformational leadership style and job performance in State-Owned Banks in West Kalimantan, Indonesia. Methodology/Technique - The data used to evaluate the model was gathered from the State-Owned Banks in West Kalimantan, Indonesia. 200 permanent employees of those State-Owned Banks participated in the survey. The Structural Equation Modelling (SEM), using LISREL software was employed to examine the relationship among the constructs in this study, which are transformational leadership style, organizational commitment, and job performance. Finding - The findings of this study conclude that transformational leadership style significantly affects job performance and organizational commitment, whereas organizational commitment significantly influences job performance. Briefly, organizational commitment mediates the relationship between transformational leadership styles and job performance in State-Owned Banks in West Kalimantan, Indonesia. Novelty - Most of the previous studies were carried out in western countries, raising doubts about generalizations in research results in developing countries such as Indonesia. Therefore, the novelty of this research is carried out in the context of developing countries, especially in State-Owned Banks in West Kalimantan, Indonesia. Type of Paper - Empirical. Keywords: Transformational Leadership Style; Organizational Commitment; Job Performance. JEL Classification: L22, M12, M19.

scholarly journals Impact of Leadership Styles on Employees' Organizational Commitment in Lithuanian Manufacturing Companies

2008 ◽  
Vol 3 (2) ◽  
pp. 57-66 ◽  
Author(s):  
Ilona Bučiūnienė ◽  
Vida Škudienė
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Manufacturing Companies ◽  
Negatively Associated ◽  
Positive Correlations ◽  
Transformational Leadership Style ◽  
The Relationship

Impact of Leadership Styles on Employees' Organizational Commitment in Lithuanian Manufacturing CompaniesThis article investigates the relationship between employees' organizational commitment dimensions and leadership styles in Lithuanian manufacturing companies. The findings of the study reveal positive correlations between a transformational leadership style and affective and normative employee commitments. A laissez-faire leadership style was found to be negatively associated with employees' affective commitment.

scholarly journals Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

2021 ◽  
Vol 13 (8) ◽  
pp. 4176
Author(s):  
Seckyoung Loretta Kim
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Social Exchange ◽  
Positive Relationship ◽  
Affective Organizational Commitment ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
High Level ◽  
The Relationship

Recognizing the importance of knowledge sharing, this study adopted social learning and social exchange perspectives to understand when employees may engage in knowledge sharing. Using data collected from 192 employees in various South Korean organizations, the findings demonstrate that there is a positive relationship between supervisor knowledge sharing and employee knowledge sharing. As employees perceive a high level of supervisor knowledge sharing, they are likely to engage in knowledge sharing based on social learning and social exchange theories. Furthermore, the study explores the moderating effects of learning goal orientation and affective organizational commitment in the relationship between supervisor knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the relationship between supervisor knowledge sharing and employee knowledge sharing is strengthened when there is a high level of affective organizational commitment. Employees who obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when they are emotionally attached to their organization. However, in contrast to the hypothesis, the positive relationship between supervisor knowledge sharing and employee knowledge sharing was stronger at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO.

Exploring the Relationship between Commitment Profiles and Work Attitudes, Employee Withdrawal, and Job Performance

2000 ◽  
Vol 29 (3) ◽  
pp. 353-366 ◽  
Author(s):  
Mark Somers ◽  
Dee Birnbaum
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Job Search ◽  
Affective Commitment ◽  
Management Practice ◽  
Career Commitment ◽  
Work Attitudes ◽  
Continuance Commitment ◽  
The Relationship ◽  
Positive Work

Four commitment profiles, based on levels of commitment to the organization and the career, were used to explore the relationship between distinct patterns of commitment and work-related outcomes with a sample of professional hospital employees. As two distinct forms of organizational commitment have been identified affective and continuance commitment separate profiles were constructed for each type of organizational commitment in conjunction with career commitment. Results for profiles based on affective commitment were consistent with prior research findings, in that employees committed to both their organization and their career exhibited the most positive work attitudes and the strongest intention to remain with the organization. Unexpectedly, the dually committed also had the strongest intensity of job search behavior, but these efforts did not translate into higher incidences of turnover. No differences were observed across commitment profiles with respect to job performance. The synergistic effect between affective and career commitment was not observed for profiles based on continuance commitment to the organization. Employees committed only to their careers exhibited more positive work outcomes than did those committed only to their organizations. The implications of these findings for management practice were discussed.

Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

2017 ◽  
Vol 13 (3) ◽  
pp. 373-382 ◽  
Author(s):  
Ye Hoon Lee ◽  
Boyun Woo ◽  
Yukyoum Kim
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Citizenship Behavior ◽  
Head Coaches ◽  
Citizenship Behaviors ◽  
Transformational Leadership Style ◽  
The Relationship

The purpose of this study was to examine the relationships between transformational leadership style, affective commitment, and organizational citizenship behavior in the athletic director–coach relationship. This study particularly focused on the mediating effect of affective commitment on the relationship between transformational leadership and organizational citizenship behavior. Athletic head coaches in NCAA Division II programs ( N = 244) completed the questionnaires measuring perceptions of the transformational leadership style of their athletic directors, their affective commitment, and organizational citizenship behavior. The results revealed that perceived transformational leadership was positively associated with affective commitment, which, in turn, was positively associated with organizational citizenship behaviors. Further, the result of this study supported full mediation among the proposed variables in that affective commitment served as the underlying psychological mechanism in the relationship between transformational leadership and organizational citizenship behaviors. Implications for athletic departments in fostering head coaches’ affective commitment and organizational citizenship behavior were discussed.

scholarly journals THE ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT IN JOB INSECURITY AND PERFORMANCE

2018 ◽  
Vol 58 (4) ◽  
pp. 393-404 ◽  
Author(s):  
SERGIO ANDRÉS LÓPEZ BOHLE ◽  
MARIA JOSÉ CHAMBEL ◽  
FELIPE MUÑOZ MEDINA ◽  
BRUNO SILVA DA CUNHA
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Job Insecurity ◽  
Cross Sectional Study ◽  
Retail Sector ◽  
Affective Organizational Commitment ◽  
Cross Sectional ◽  
The Relationship

ABSTRACT In this study, we develop a conceptual model of the relationship between job insecurity and job performance, which is mediated by affective organizational commitment and moderated via perceived organizational support in a Chilean company that has undergone downsizing. In this cross-sectional study, we focused on 400 Chilean employees from the retail sector. Our findings indicate that job insecurity negatively influences job performance, which is a relationship that is partially mediated by effective organizational commitment. Moreover, a high level of perceived organizational support helped intensify the effects of the relationship between job insecurity and affective organizational commitment. To minimize the negative effects of job insecurity on the active employees of a downsizing strategy, an effective intervention is required by developing a more realistic communication in terms of a worker's expectations toward the organization.

Impact of Leadership Styles on Job Performance; from Nurse’s Points of View at Benghazi Medical Centre

2021 ◽  
pp. 58-64
Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Medical Centre ◽  
Future Research ◽  
Points Of View ◽  
Laissez Faire ◽  
The Impact ◽  
The Relationship

Background and objectives. The relationship between leadership styles and job performance draws considerable attention from recent researchers. The main objective of this study was to determine the impact of leadership style (autocratic, democratic, and laissez-faire) on job performance from nurse’s points of view at Benghazi Medical Centre. Method. This study was a descriptive questionnaire-based study conducted on 100 nurses working at Benghazi Medical Centre, Libya. To analyze the data (mean, standard deviation, ANOVA test were used. Furthermore, multiple regressions and Pearson correlation were used to determine whether a relationship exists between the independent and dependent variables. Result. Of 100, only 60 questionnaires were completed, giving a response rate of 60%. The findings of this study indicated that democratic was the most dominantly used in the hospital, followed by the autocratic and laissez-faire leadership styles. Whereas, the laissez-faire leadership style had a strong positive and significant impact on performance (R2= .333; P < 0.01). Conclusion. Laissez-faire leadership style positively affected nurses’ performance. Future research that might be relevant to be further explored are worth.

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