Initiating structure leadership and employee behaviors: The role of perceived organizational support, affective commitment and leader–member exchange

Gaudet, Marie‐Claude; Tremblay, Manon

doi:10.1016/j.emj.2017.04.001

Cited by 57 publications

(69 citation statements)

References 71 publications

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“…Affective commitment, which is defined as employees' emotional attachment to, identification with, and involvement in an organization (Meyer and Allen, 1991), has become the most analyzed form of organizational commitment (Gaudet and Tremblay, 2017). A high sense of commitment to an organization usually helps an employee identify with this company's core values and main goals (Casimir et al, 2014).…”

Section: The Mediating Role Of Acmentioning

confidence: 99%

“…In the current study, we select affective commitment (AC) as a mediator and two individual characteristics [i.e., general self-efficacy (GSE) and internal locus of control (ILOC)] as moderators. The rationale for selecting AC as a mediator is twofold: First, AC is the most analyzed form of organizational commitment (Gaudet and Tremblay, 2017), and it has already been considered a mediator in explaining the relationship between leadership and employee behaviors in many studies (e.g., Chang et al, 2015;Gupta et al, 2016;Gaudet and Tremblay, 2017;Jeung et al, 2017). Second, the commonly accepted job experience-attitude-behavior sequence (Zhao et al, 2007;Gupta et al, 2016) shows that positive work experiences (such as high-quality LMX) are viewed as affective events, and affective reactions (such as AC) that lead to effectiveness outcomes (such as KSB) are the proximal consequences of these experiences.…”

Section: Introductionmentioning

confidence: 99%

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How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics

Shi

Yang

2019

Front. Psychol.

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Although leadership is considered a key factor in affecting employees' knowledge sharing behavior (KSB), previous literature has mainly focused on the direct relationship between it and KSB, neglecting the mediators and moderators in this relationship. To address this issue, this study explores when and how leader-member exchange (LMX) promotes KSB by examining affective commitment (AC) as mediator and employee general self-efficacy (GSE) and internal locus of control (ILOC) as boundary conditions. In addition, although these two positive self-view variables (i.e., GSE and ILOC) both exhibit positive effects on various work-related outcomes, based on self-verification theory, we posit that they may exhibit different moderating effects in the LMX-AC-KSB relationship. We empirically validated this moderated mediated model using data collected from 231 supervisor-subordinate pairs from an information technology company in China. The results show that GSE amplifies the mediated relationship between LXM and KSB via AC, but ILOC weakens this mediated relationship. Our study elucidates when and how LMX can effectively facilitate KSB and sheds new and nuanced light on the conceptual distinction between GSE and ILOC. The results of this study might direct managers how to develop relationships with their subordinates and how to maximally facilitate subordinates' KSB.

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Section: The Mediating Role Of Acmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics

Shi

Yang

2019

Front. Psychol.

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“…More recently, leadership researcher's have drawn on these early concepts to understand the relationship between leaders and their team members when considering the member perspective. (Gaudet & Tremblay, 2017). Transactional leadership was a complementary concept to transformational leadership (Bass 1997).…”

Section: Discussionmentioning

confidence: 99%

“…Recently, researcher's interested in leadership have drawn on these early concepts to understand the relationship between leaders and their team members. (Gaudet & Tremblay, 2017). Huettermann, Doering, and Boerner (2014) Contemporary researchers continue to demonstrate the need to go beyond leadership traits to understand leadership, and opportunities to improve team performance (Lee, Martin, Thomas, Guillaume, & Maio, 2015;Asrar-ul-Haq & Kuchinke, 2016).…”

Section: Leader-member Exchange Theorymentioning

confidence: 99%

Virtual Leadership in Complex Multiorganizational Research and Development Programs

Gelston

Wells

Dalton

2018

2018 IEEE Conference on Cognitive and Computational Aspects of Situation Management (CogSIMA)

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A 2002 congressional mandate initiated the U.S. Department of Homeland Security's (DHS) Centers of Excellence programs with a requirement to conduct crossorganizational research and development. The resulting complex multiorganizational programs required more effective virtual leadership and management strategies. Fifteen years later, the presidential budget showed that 61% of the DHS budget was targeted for such research and development. The complex management strategies and virtual

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“…Turning this situation into a benefit for the organization depends on the effective use of leadership. According to Gaudet and Tremblay (2017), leaders create a facilitating and organized working environment for employees in terms of organizational benefit. The inclusive leader, unlike other types of leaders, provides a supportive climate in which all employees are supported with absolute neutrality (Hollander, 2009).…”

Section: Inclusive Leadership and Perceived Organizational Supportmentioning

confidence: 99%

Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

Aslan

2019

bmij

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The aim of this study is to investigate how inclusive leadership affects the perceived organizational support and innovative work behaviors of employees and whether perceived organizational support has a mediating role in this process. For this purpose, data were collected from 348 participants working at different carpet manufacturing companies in Gaziantep. Confirmatory factor analysis was performed in the analysis of the data, correlations between the variables were determined, and structural equation and goodness of fit tests of the model and regression analysis were performed. In the analyses, it was determined that inclusive leadership had a significant positive effect on perceived organizational support and innovative work behavior. Perceived organizational support was found to have a significant positive effect on innovative work behavior. As a result of mediating analysis, perceived organizational support was found to have a partial mediator role in the relationship between inclusive leadership and innovative work behavior.

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Initiating structure leadership and employee behaviors: The role of perceived organizational support, affective commitment and leader–member exchange

Cited by 57 publications

References 71 publications

How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics

How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics

Virtual Leadership in Complex Multiorganizational Research and Development Programs

Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

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