Authentic leadership affects Employee’s Attitudes (Affective Commitment) through the Mediation Role of Personal Identification and Organizational Identification

2015 ◽  
Vol 5 (12) ◽  
Author(s):  
Muhammad Fahad Javaid ◽  
Kashif Luqman ◽  
Hina Amir ◽  
Tahira Umair
Keyword(s):  
Organizational Identification ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Personal Identification

Fostering learning organisation in transitional economy – the role of authentic leadership and employee affective commitment

2017 ◽  
Vol 9 (3/4) ◽  
pp. 441-455 ◽  
Author(s):  
Milan Delić ◽  
Terje Slåtten ◽  
Bojana Milić ◽  
Uglješa Marjanović ◽  
Srđan Vulanović
Keyword(s):  
Structural Equation ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Employee Commitment ◽  
Transitional Economy ◽  
Equation Modeling ◽  
Learning Organisation ◽  
Market Conditions ◽  
Content Type

Purpose The aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional market conditions. Acting as role factors, their relationships with the learning organisation were examined simultaneously, at leadership and employee level. Design/methodology/approach The study was conducted on a sample of 500 employees from various industries of Serbian transitional economy. For the research purposes, structural equation modeling (SEM) methodology was used. Findings The findings reveal that authentic leadership and employee commitment both play an important role. Specifically, authentic leadership directly and indirectly affects the learning organisation. The indirect effect is partially mediated by the employee affective commitment. Research limitations/implications The focus of this study is limited to the role of authentic leadership in fostering the learning organisation. Apart from leadership and employee commitment, it might be assumed that other variables have the potential to play a role in fostering the learning organisation as well. Originality value To the best of the authors’ knowledge, no previous study has focused on authentic leadership and employee commitment as an “enabling-mechanism” in fostering learning organisations in the context of transitional economies. Consequently, this paper provides theoretical and practical implications on how and in what way they impact a learning organisation by empirically studying them in the context of transitional market conditions.

scholarly journals Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

2019 ◽  
Vol 11 (11) ◽  
pp. 3159 ◽  
Author(s):  
Ambreen Malik ◽  
Muhammad Naseer Akhtar ◽  
Usman Talat ◽  
Kirk Chang
Keyword(s):  
Organizational Identification ◽  
Affective Commitment ◽  
Sustainable Change ◽  
Commitment To Change ◽  
Overall Justice ◽  
Withdrawal Behavior ◽  
Key Factor ◽  
Relationship Of ◽  
The Relationship

Drawing upon the psychology of sustainability, effective organizations can create a sense of belongingness for people, and successfully facilitate growth and development activities for both individuals as well as the organization itself. Extending the recommendations of Zappala, Toscano, and Licciardello, the current study considers a range of variables. The role of overall justice judgements and change favorableness are taken as predictors of affective commitment to change and exit-based withdrawal. The relationship is mediated by organizational identification and moderated by trust in organization. Overall, the results support the hypothesized relationships. Specifically, findings showed that both change favorableness and overall justice judgements are positively related to affective commitment to change and negatively related to exit-based withdrawal. Organizational identification mediates the relationships between overall justice judgements–affective commitment to change, change favorableness–affective commitment to change, and change favorableness–exit-based withdrawal, whilst trust in organizations moderated the direct relationship between overall justice judgements–affective commitment to change, and change favorableness–exit-based withdrawal. Furthermore, the indirect effect of trust in organizations positively moderated the relationship of overall justice judgements and change favorableness with affective commitment to change, and at the same time, it negatively moderated the relationship between change favorableness and exit-based withdrawal via organizational identification. Crucially, for practitioners, this brings trust of employees as a key factor that should be managed to ensure sustainable change. Both trust and identity appear important in improving commitment and lowering the exit-based withdrawal behavior of employees. Future recommendations, implications, and limitations are discussed.

The Relationship Between Perceived Organizational Support and Affective Commitment

2014 ◽  
Vol 13 (4) ◽  
pp. 167-173 ◽  
Author(s):  
Gaëtane Caesens ◽  
Géraldine Marique ◽  
Florence Stinglhamber
Keyword(s):  
Social Identity ◽  
Social Exchange ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
The Social ◽  
The Relationship

Two distinct perspectives have emerged in the literature to explain the relationship between perceived organizational support (POS) and affective commitment (AC): a social exchange perspective and, more recently, a social identity perspective. However, these views have never been considered together. Filling this gap, our study aims to examine the conjoint role of felt obligation (i.e., the social exchange perspective) and organizational identification (i.e., the social identity perspective) in the relationship between POS and AC. Based on two different samples, our results indicate that both felt obligation and organizational identification partially mediate the relationship between POS and AC. In sum, this research shows that the two mechanisms play a concomitant role in the link between POS and AC.

Authentic leadership for teacher’s academic optimism

2016 ◽  
Vol 40 (5) ◽  
pp. 321-344 ◽  
Author(s):  
Anugamini Priya Srivastava ◽  
Rajib Lochan Dhar
Keyword(s):  
Authentic Leadership ◽  
Affective Commitment ◽  
Academic Optimism ◽  
Hierarchical Regression ◽  
Content Type ◽  
Mediating Role ◽  
Indian Schools ◽  
Confirmatory Factor ◽  
The Impact

Purpose This study aims to analyse the impact of authentic leadership (AL) on academic optimism (AO) through the mediating role of affective commitment (AC). As this study also examines the moderating role of training comprehensiveness (TC) in strengthening the relation between AC and AO. Design/methodology/approach Data were collected from school teachers and their immediate principal and were further analysed through confirmatory factor analysis and hierarchical regression analysis. Findings Data analysis provided significant support to the hypotheses presented in the study. AC partially mediated the link between AL and AO, and TC moderated the linkage between AC and AO significantly. Originality/value This study provides novel basis to improve the overall functioning of schools and teachers’ performance. It provides ways to improve the overall AO in Indian schools.

The relationship between authentic leaders and employees’ creativity

2018 ◽  
Vol 11 (2) ◽  
pp. 58-73 ◽  
Author(s):  
Ana Suzete Semedo ◽  
Arnaldo Coelho ◽  
Neuza Ribeiro
Keyword(s):  
Structural Equation ◽  
Design Methodology ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to investigate how authentic leadership (AL) predicts creativity both directly and through the mediating role of affective commitment (AC) and job resourcefulness (JR). Design/methodology/approach Data collected from a questionnaire administered to a sample of 543 employees have been analyzed. The model was tested using structural equation modeling. Findings The findings show that AL predicts AC, JR and creativity. The findings also show that AC and JR predict creativity. In other words, leaders’ authenticity increases employees’ creative spirit and, thus, employees’ ability to overcome obstacles and meet challenges at work and their emotional bond play an important role (mediators) in this relationship. Practical implications The results of this study are conclusive and contribute to a better understanding of AL and its implication for employees’ emotional bond, their ability to overcome obstacles and their ability to introduce new and useful ideas. This study provides evidence that organizations should focus on training leaders with authentic characteristics. Originality/value This study considers both AC and JR as mediators of the relationship between AL and creativity. Therefore, the originality of this study lies in the integration of these four concepts in a single study to provide a model that depicts the chain of effects between AL, AC, JR and an employee’s creativity.

scholarly journals Reframing commitment in authentic leadership: Untangling relationship–outcome processes

2019 ◽  
pp. 1-19 ◽  
Author(s):  
Andrei A. Lux ◽  
Steven L. Grover ◽  
Stephen T. T. Teo
Keyword(s):  
Organizational Commitment ◽  
Authentic Leadership ◽  
Leadership Behavior ◽  
Personal Identification ◽  
Mediation Model ◽  
Affective Organizational Commitment ◽  
Leadership Efficacy ◽  
Mediating Mechanisms ◽  
Relationship Outcome

Abstract Affective organizational commitment is theorized and empirically tested as a key mediator between authentic leadership and desirable employee outcomes. The results of a two-wave survey of 830 business people in Australia support a serial mediation model of authentic leadership efficacy. Followers' perceptions of authentic leadership behavior influence their personal identification and affect-based trust in the leader, which in turn are mediated by affective organizational commitment to positively influence their work engagement and job satisfaction. These findings reinforce previous work that positions personal identification and affect-based trust as the two primary mediating mechanisms of authentic leadership. This paper extends prior research by demonstrating the important role of followers' affective bonds with their organization in the operation of authentic leadership, moving beyond the dyad in our understanding of follower outcomes.

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