دانلود رایگان مقاله انگلیسی رهبری تحول گرا و تعهد سازمانی: نقش واسطه ای تبادل رهبری-عضو - امرالد 2018

Abstract:

Purpose– The aim of the present study is to propose and to test three models in order to examine the mechanisms through which dimensions of transformational leadership influence different forms of organizational commitment by testing the possible mediating role of leader-member-exchange (LMX) dimensions. Design/methodology/approach– The participants in this study are represented by 427 senior executive French employees having a university degree and minimum 2 years of work experience in their current organization. The relationships between different variables were analyzed using structural equation modeling. Findings– The results indicate that the dimensions of LMX mediated the relationships between the dimensions of transformational leadership and organizational commitment dimensions. – The contribution dimension of LMX acts as a consequence, rather than an antecedent of commitment. – These findings are important since they may serve as a bind between leadership dimensions and the kind of organizational commitment that each of these dimensions can generate in followers. Originality/value– To the authors’ knowledge, this is the first empirical study that tests the interaction of transformational leadership and LMX on Organizational commitment in a French context. The originality of this work leads on investigating these three concepts as multidimensional constructs and focusing on the mediating role of LMX in the relationship between dimensions of transformational leadership and different forms of organizational commitment which can be considered as a novelty in the field of research in this area. As a result, this study addresses concerns about that lack of academic research on the mechanisms by which transformational leaders influence the organizational commitment of their followers.

CONCLUSIONS AND FUTURE RESEARCH

This study, which adopts a social exchange theory perspective to examine the relationship between transformational leadership and organizational commitment, has three major noticeable results. First, as affective commitment has a broader impact on employee retention, job satisfaction and prosocial behaviors larger than other dimensions of commitment (Mathieu and Zajac, 1990), makes more effective styles of transformational leadership that foster affective commitment. A managerial implication coming from the results of this study is that leadership styles centered on vision and stimulating intellectually organizational members foster professional respect on leaders While these styles inspire an affective bond with the organization, the leadership styles based on personal recognition and supportive leadership make followers to create a relational capital with leaders that makes too costly for organizational members to leave the organization, or develop an emotional relationship with leaders that creates in organizational members a perceived obligation with the organization (Meyer and Allen, 1990; Meyer et al., 1993). A second result is that there are two distinct sets of antecedents for affective and normative commitment. This result can be a relevant insight in the debate on differences between affective and normative commitment, as these two dimensions are sometimes hard to distinguish empirically and theoretically (Meyer et al., 2002; Meyer and Parfyonova, 2010). Finally, empirical results challenge the nature of leader-member exchange dimensions defined in Liden and Maslyn (1998). According with predictions of social exchange theory, loyalty, affect and professional respect act as mediators between transformational leadership styles and organizational commitment, but contribution is a consequence of affective commitment. We suggest than contribution, rather than being a dimension of leader-member exchange, can be considered similar to the altruism dimension of organizational citizenship behavior (Smith, Organ and Near, 1983).