A focus on commitment: the roles of transformational and transactional leadership and self-regulatory focus in fostering organizational and safety commitment |
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Authors: | Marianna Delegach Ronit Kark Tal Katz-Navon Dina Van Dijk |
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Institution: | 1. The Human Resource Management Department, Sapir Academic College, D.N. Hof Ashkelon, Israel;2. Department of Psychology, Bar-Ilan University, Ramat Gan, Israel;3. Arison School of Business, The Interdisciplinary Center (IDC), Herzliya, Israel;4. Department of Health Systems Management, Faculty of Health Sciences &5. School of Management, Ben-Gurion University of the Negev, Beer-Sheva, Israel |
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Abstract: | 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. |
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Keywords: | Transformational leadership transactional leadership self-regulatory focus affective commitment continuance commitment |
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