Examining the role of perceived leader behavior on temporary employees' organizational commitment and citizenship behavior

Abstract

The attention given to the contingent segment of the workforce has significantly increased over the past decade. Investigative topics include the correlates of temporary employee work attitudes and behaviors. This study used a correlational design to examine leader behaviors outlined by the path-goal theory of leadership, as perceived by temporary employees (N ϭ 126), as a determinant of their organizational commitment and citizenship behaviors. The results indicated that temporary workers' affective commitment was positively related to perceptions of instrumental and supportive leadership. The latter was also significantly related to the participants' organizational citizenship behavior. Implications for both research and practice are discussed.

The Role of Participative Leadership and Trust-Based Mechanisms in Eliciting Intern Performance: Evidence from China

“…Second, by examining the influence of participative leadership on subordinate trust and job performance in a nonpermanent employment setting, namely internships of three to four months in length, the present study allows us to empirically test the assertions of researchers who question the utility of participative leadership in temporary employment settings more generally (Djibo et al, ; W. Liu et al, ), and the internship setting more specifically (Beenen & Rousseau, ). Our findings suggest that participative leadership is not only important to trust development and subordinate effectiveness in long‐term subordinate/supervisor relationships, but is also effective in short‐term relationships between temporary employees and their supervisors.…”

“…In examining these issues, we argue that participative leadership is not only important to trust development and subordinate effectiveness in long‐term supervisor/subordinate relationships, but is also effective in the short‐term through triggering a process of reciprocated social exchange. This allows us to test the assertions of researchers who question the effectiveness of participative leadership in temporary employment settings, given the limited time subordinates have to develop relationships with their supervisors (Djibo, Desiderio, & Price, ; W. Liu, Lepak, Takeuchi, & Sims, ).…”

The directive communication of Australian primary school principals

“…While principal direction is seen as useful to help schools function and is present at low levels in pleasant, open climates, too much might lead to closed, unpleasant climates where teachers are disengaged, dissatisfied and feel low levels of commitment (Owens & Valesky, 2011;Woolfolk-Hoy & Hoy, 2009). School climate in turn may influence felt occupational stress and other job attitudes (Collie, Shapka, & Perry, 2012;Djibo et al, 2010;Young, 2000).…”

Invited reaction: Examining the role of perceived leader behavior on temporary employees' organizational commitment and citizenship behavior

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We share the authors' belief that contingent workers play an increasing role among the workforce in general (Desiderio, Djibo, & Price, 2010). As the authors state, the increase of temporary work is primarily due to economic demands.

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