Captain's leadership type and police officers' compliance to power bases

The study examined subordinates' responsiveness to supervisor requests in conflict situations as it relates to leadership type and subordinate level of performance. Police captains (N = 40) completed the Bass and Avolio (1991) Multifactor Leadership Questionnaire and an evaluation of their subordinates' performance. Independently, subordinates (N = 240) completed the Interpersonal Power Inventory (IPI), derived from Raven's (1992) power interaction model, which measures the extent to which they are willing to comply with their supervisors' requests. Findings indicated that police officers (subordinates) reported greater willingness to comply with soft rather than harsh power bases. Although performance evaluation was not a significant factor here, officers who worked for high transformational captains reported a significantly greater likelihood to comply with both harsh and soft power bases than their cohorts who worked for low transformational captains. The discussion addressed the issue of leadership type as one of the determining factors in gaining compliance.     

Status Incongruence and Supervisor Gender as Moderators of the Transformational Leadership to Subordinate Affective Organizational Commitment Relationship

Grounded in role congruity theory, we examine how status incongruence (when the subordinate is older, has more education, work experience, and/or organizational tenure than the supervisor) in subordinate–supervisor dyads affects transformational leaders’ ability to foster affective organizational commitment among their subordinates. Across two field studies, our findings show that the relationship between transformational leadership and subordinate affective organizational commitment is less positive when status incongruence is high. Furthermore, in both field studies we found a 3‐way interaction among transformational leadership, status incongruence, and supervisor gender predicting subordinate affective organizational commitment. Specifically, in Study 1 (pink‐collar employees in Turkey), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for male leaders. In Study 2 (pink‐collar employees in the United States), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for female leaders. Furthermore, Study 2 also revealed that collective identity was a mediator of both the significant 2‐ and 3‐way interaction effects on subordinate affective organizational commitment.     

Organizational commitment and job performance: Examining the moderating roles of occupational commitment and transformational leadership

To address why the relationship between affective organizational commitment and job performance varies, we draw on the theorization of Meyer, Becker, and Vandenberghe to propose moderation of affective occupational commitment and transformational leadership, separately and interactively. Data collected from 398 employees and their supervisors supported our hypotheses. Specifically, affective organizational commitment was more strongly associated with job performance for employees with high occupational commitment, or when a supervisor's transformational leadership was high. Importantly, in a moderated mediation relationship, we found the effect of transformational leadership on the relationship between affective organizational commitment and job performance for employees with high occupational commitment was contrary to its effect on employees with low occupational commitment. Given the significant roles of both commitments as discussed in the present study, we offer suggestions on how to consider these factors during the assessment and selection of personnel and role assignment.     

THE ROLE OF AFFECT AND LEADERSHIP DURING ORGANIZATIONAL CHANGE

Based on multilevel data collected at 2 points in time, we examine the role of employees’ affective experiences in shaping their commitment and behavioral responses to both the initial (Time 1) and later (Time 2) phases of organizational change (12 months later). We also test the cross‐level effect of workgroup managers’ transformational leadership on their employees’ responses to change. We find strong support for predicted longitudinal relationships between employees’ affective experiences and their commitment and behavioral responses to change. In particular, employees’ positive and negative affect (NA) at Time 1 significantly predict both their commitment to change and the 3 dimensions (supportive, resistant, and creative) of behavioral responses at Time 2. Further, the effects of NA directly influence employee change commitment and behaviors at Time 2, whereas the long‐term effects of positive affect occur both directly and indirectly through commitment to change at Time 1. Finally, our results support the hypothesized role of workgroup managers’ transformational leadership in shaping employees’ affective reactions and commitment to change at the initial phase of change and thereby, their subsequent behavioral responses in the later phase. We discuss the implications for theory and practice in organizational change.     

Maintaining an open mind to closed individuals: The effect of resource availability and leadership style on the association between openness to experience and organizational commitment

This paper examines whether workplace characteristics, particularly resource availability and transformational leadership, moderate the association between openness to experience and organizational commitment. In Study 1, 205 employees completed a questionnaire that assessed their openness, organizational commitment, and perceived availability of resources at their organization. Openness reduced the extent to which individuals felt obliged to remain loyal to the organization, although this association diminished as resources became more accessible. In Study 2, 312 employees completed a similar questionnaire that also gauged the perceived leadership style of their supervisors. Transformational leadership amplified the positive relationship between openness and organizational commitment. These findings align with the proposition that individuals are more committed in work environments that facilitate the expression of their traits.     

Social power tactics and subordinates’ compliance at work: The role of need for cognitive closure

IntroductionThe present research highlights the importance of subordinates’ motivation for compliance-related phenomena.ObjectivesThe aim of this research was to examine subordinates’ willingness to comply with their supervisors’ harsh and soft power tactics as a function of subordinates’ need for cognitive closure.MethodTwo cross-sectional studies were conducted in five different Italian organizations, namely, a bank, a federation of small businesses, a security company, an oil company, and a hospital.ResultsIt was found that subordinates high (vs. low) on need for closure reported greater willingness to comply with harsh social power tactics, but lower willingness to comply with soft power tactics.ConclusionOur findings nuance prior research by showing that soft (vs. harsh) power tactics are not always the most effective power tactics in organizational setting (e.g., Pierro et al., 2004; Raven et al., 1998).     

中国组织情境下的领导有效性：对变革型领导、领导-部属交换和破坏型领导的元分析

以91项实证研究(92个独立样本, 33517名员工)为对象, 综合使用元分析、相对权重分析和结构方程技术, 考察了中国组织情境下领导方式的有效性问题。研究者从导向(行为-关系)和性质(积极-消极)两个方面, 选择了变革型、领导-部属交换和破坏型3种领导方式; 从产出类型(态度-行为)方面, 选择了下属工作满意度、情感承诺、留职意愿、任务绩效和组织公民行为5种有效性指标。结果表明：(1)变革型领导和领导-部属交换与员工积极性态度和行为正相关, 破坏型领导与员工积极性态度和行为负相关。(2)三种领导方式的有效性有所不同：在对下属态度的影响上, 领导-部属交换作用最强, 变革型领导次之, 破坏型领导最弱; 在对下属行为的影响上, 破坏型领导作用最强, 领导-部属交换次之, 变革型领导最弱。(3)关系导向领导方式在行为导向领导方式与下属反应关系中起部分中介作用, 即除了直接影响, 变革型和破坏型领导还通过提高和降低领导-部属交换质量影响下属态度和行为。     

Passive leadership,role stressors,and affective organizational commitment: A time-lagged study among health care employees

IntroductionThis study examines the relationships of passive leadership and role stressors to affective organizational commitment among hospital employees.ObjectiveThis study's objective was to understand the mediating effect of role stressors (conflict, overload, and ambiguity) in the relation between passive leadership and affective organizational commitment.MethodWe used a structural equation modeling approach on a sample of 185 hospital employees and a time-lagged design in which predictor and mediators were assessed at Time 1 and affective organizational commitment was obtained 3 years later.ResultsFindings revealed that passive leadership was positively related to all three role stressors and that role ambiguity fully mediated a negative relationship between passive leadership and affective organizational commitment. Moreover, the relationship between passive leadership and role conflict was stronger when role overload was high.ConclusionThis study suggests organizations should strive to limit the emergence of passive leadership behaviors among supervisors due to their detrimental effects on the long-term development of affective commitment via role ambiguity.     

When Leaders Are Seen as Transformational: The Effects of Organizational Justice1

In 2 studies, we attempted to make a first step toward integrating the literature on transformational leadership and organizational justice. We examined the extent to which justice affects perceptions of transformational leadership. We predicted that especially interactional justice should have strong effects. Study 1 was a vignette study (N = 100) in which distributive, procedural, and interactional justice were manipulated orthogonally. As expected, only interactional justice affected transformational leadership perceptions. Study 2 replicated these results in an organizational field study (N = 257). Distributive and procedural justice affected perceptions of transformational leadership, but when interactional justice was entered in the regression equation, their effects disappeared. Implications for integrating the literature on transformational leadership and organizational justice are discussed.     

The role of collective efficacy in the relations between transformational leadership and work outcomes

Using a sample of 402 employees from the banking and finance sectors in China and India, we found that transformational leadership is positively related to organizational commitment and job satisfaction, and negatively related to job and work withdrawal. We also found that collective efficacy mediated the contribution of transformational leadership to job and work withdrawal and partially mediated the contribution of transformational leadership to organizational commitment and job satisfaction. Implications and directions for future research are discussed.     

A focus on commitment: the roles of transformational and transactional leadership and self-regulatory focus in fostering organizational and safety commitment

The concept of employees’ commitment is one of the most challenging concepts in the management, organizational behaviour and human resource management literatures and research. The current study focuses on the construct of commitment as an emotional attitude, and expands the concept of general organizational commitment to a new more specific form of commitment, commitment to safety. Furthermore, commitment theorists commonly identify leadership as an important contributing factor to the development of organizational commitment. We aim to explain an underlying motivational mechanism, self-regulatory foci, through which leadership styles foster followers’ commitment. Results of three studies that used different methods (field and experimental), within different samples, demonstrated that transformational leadership was positively associated with followers’ promotion focus, which in turn was positively associated with both followers’ general and affective commitment to safety. Prevention focus mediated the positive relationship between a transactional active leadership style and both followers’ general and continuance commitment to safety. The implications of the findings for theory and practice are further discussed.     

变革型领导与员工工作态度：心理授权的中介作用

研究的主要目的是考察变革型领导与员工满意度、组织承诺之间的关系,以及变革型领导的作用机制,即变革型领导是否会通过心理授权影响员工工作态度。利用14家企业744份调查问卷的结果,采用结构方程模型技术对变革型领导、心理授权、员工满意度、组织承诺之间的关系进行了交叉验证分析。结果表明,愿景激励与德行垂范对组织承诺与员工满意度有显著的影响,而领导魅力与个性化关怀只对员工满意度有显著的影响;心理授权对变革型领导与员工工作态度的关系具有一定的中介作用,愿景激励与德行垂范通过工作意义影响员工满意度与组织承诺;愿景激励通过自我效能影响组织承诺     

Interpersonal Conflict and Organizational Commitment: Examining Two Levels of Supervisory Support as Multilevel Moderators1

Using a stressor‐strain framework, this research examined the role of supervisory support at 2 organizational levels in the relationship between the work stressor of interpersonal conflict and organizational commitment in a military sample. In all analyses, supervisory support at both levels was conceptualized and modeled as a shared group attribute. Results indicated that perceptions of interpersonal conflict within the organization were related negatively to both affective and continuance commitment. Support from both first‐line supervisors and midlevel managers was related to employees’ affective commitment. First‐line supervisor support was related also to employees’ continuance commitment. Furthermore, midlevel management support attenuated the relationship between interpersonal conflict and continuance commitment. Implications for the assessment of different levels of supervisory support, different variants of organizational commitment, and interpersonal conflict are discussed.     

Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes

Three longitudinal studies investigated the usefulness of distinguishing among employees’ affective commitments to the organization, the supervisor, and the work group. Study 1, with 199 employees from various organizations, found that affective commitments to these entities were factorially distinct and related differentially to their theorized antecedents. Study 2, with a diversified sample of 316 employees, showed that organizational commitment (a) had an indirect effect on turnover through intent to quit, (b) partially mediated the effect of commitment to the supervisor on intent to quit, and (c) completely mediated the effect of commitment to the work group on intent to quit. Study 3, with matched data collected from 194 nurses and their immediate supervisors, determined that (a) commitment to the supervisor had a direct effect on job performance and (b) organizational commitment had an indirect effect on job performance through commitment to the supervisor. However, Study 3 failed to show any effect of commitment to the work group on performance. These findings are interpreted in light of the relative salience of commitment foci with regard to the outcome under study.     

Leadership laissez-faire,menace identitaire et engagement organisationnel

Research on the impact of supervisors’ laissez-faire leadership, a frequent form of passive leadership, is still in its infancy. In the present study, we explore the possibility that laissez-faire leadership by supervisors engenders a feeling of threat among employees regarding their organizational identity. In other words, the lack of attention given to employees by supervisors would create the feeling among employees that their identity as members of the organization is devalued. This perceived identity threat would result in reduced affective, normative, and continuance commitment. We examined these hypotheses in a study using three measurement times, with a time interval of three months. Based on a final sample of 300 participants and latent variable structural equation modeling analyses, the results indicate that supervisors’ laissez-faire leadership engenders a perceived identity threat among employees, which then contributes to reduce affective, normative, and continuance commitment. Finally, laissez-faire leadership was also directly and negatively related to continuance commitment. We discuss how these findings contribute to enhance our understanding of the effects of laissez-faire practices by supervisors.     

变革型领导、家长式领导、PM理论与领导有效性关系的比较研究

本研究探索了变革型领导、家长式领导、PM与领导有效性之间的关系。对288份调查数据的层次回归分析表明,与家长式领导相比,PM对员工满意度有更强的预测作用;与PM相比,变革型领导对组织承诺与领导者有效性有更强的预测作用;与家长式领导相比,变革型领导对组织承诺与领导者有效性有更强的预测作用。这表明,在中国这一特殊的文化背景下,变革型领导对领导有效性具有最强的预测力。     

Contingent Punishment as a Double‐Edged Sword: A Dual‐Pathway Model from a Sense‐Making Perspective

A sense‐making perspective is adopted to explore how and when contingent punishment is related to job performance. Results from Study 1 support the prediction that contingent punishment is positively related to job performance through affective commitment and negatively related to job performance through self‐regulation impairment. Interpersonal justice on the part of supervisors strengthens the positive pathway, such that contingent punishment is more related to affective commitment when interpersonal justice is high. Core self‐evaluation of employees weakens the negative pathway, such that contingent punishment is less related to self‐regulation impairment when core self‐evaluation is high. Moderated mediation effects also show that the positive indirect effect of contingent punishment on job performance through affective commitment exists only when interpersonal justice is high and that the negative indirect effect of contingent punishment on job performance through self‐regulation impairment occurs only when core self‐evaluation is low. The results associated with the novel pathway mediated by self‐regulation impairment are replicated in Study 2.     

The end is the beginning – the role of residual affective commitment in former interns’ intention to return and word-of-mouth

Interns are ubiquitous in organizations, yet relatively rarely studied, particularly after their temporary organizational membership has ended. Adopting an organizational commitment perspective, we conducted two studies to investigate two important outcomes of former interns’ membership: intention to return to their former employer, and word-of-mouth, that is, promoting the organization as an employer. In Study 1 (N = 436; lagged design), we found that residual affective commitment, that is, the remaining commitment after leaving an organization, related to former interns’ subsequent intention to return and word-of-mouth. In Study 2 (N = 236; cross-sectional design), we replicated our findings, and further found that intention to return was related to (lack of) alternative employment, hiring expectation, and attractiveness of the organization’s location. Location attractiveness also interacted with residual affective commitment on both intention to return and word-of-mouth, albeit in different directions. Overall, our findings suggest that the internship experience relates to future behaviours important for recruiting new (and old) employees. We discuss theoretical and practical implications of our studies.     

Pro‐self,prosocial, and pro‐organizational foci of proactive behaviour: Differential antecedents and consequences

The paper aims to further knowledge of proactive employee behaviour by exploring whether pro‐organizational, prosocial, and pro‐self focused proactive behaviour can be measured in an empirically distinct manner, and whether these types of proactive behaviour show differential relationships with other variables. Results of two multi‐source studies using self‐rated and peer‐rated measures empirically support the distinctiveness of the different foci of proactive behaviour. Study 1 (N = 117 dyads) shows that the different foci of proactive behaviour are differentially related to different foci of affective commitment. Study 2 (N = 126 dyads) builds on these findings and shows that different foci of proactive behaviour have differential relationships with transformational leadership, goal orientations, and individual task performance.     

Organizational commitment,turnover intentions and the influence of cultural values

The moderating influence of idiocentrism and allocentrism on the relationship between organizational commitment and turnover intentions was examined. The investigation evolved over two phases. In Study 1, emic (culture‐specific) items were generated through in‐depth interviews with Turkish employees, and the commitment scales by Meyer, Allen, and Smith (1993) were revised to make them more appropriate for the Turkish context. In Study 2, turnover intentions were predicted as a function of an individual's affective, continuance, normative commitment, and social factors, operationalized as the approval of the family. The results indicated that affective commitment was an important predictor of turnover intentions irrespective of idiocentric or allocentric values. However, normative commitment and social factors were weaker predictors for individuals who endorsed idiocentric, values and social factors were a stronger predictor for allocentrics. These findings underline the importance of a normative perspective on organizational commitment, especially for collectivistic contexts.