Leader–member exchange and affective organizational commitment: The contribution of supervisor's organizational embodiment.

Abstract

In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 employees in multiple Portuguese organizations (Study 2), we found that as SOE increased, the association between leader-member exchange and affective organizational commitment became greater. This interaction carried through to in-role and extra-role performance. With regard to antecedents, we found in Study 1 that supervisor's self-reported identification with the organization increased supervisor's expression of positive statements about the organization, which in turn increased subordinates' SOE.

Psychological Empowerment, Job Satisfaction and Organizational Commitment Among Lecturers in Higher Education: Comparison of Six CEE Countries

“…The majority of the literature has explored affective commitment (Eisenberger et al, 2010;Liden, Wayne & Sparrowe, 2000;Riketta, 2002;Rhoades & Eisenberger, 2002), while normative and continuance commitment received less attention (Gutierrez, Candela & Carver, 2012). Affective commitment refers to employees' emotional attachment to the organization, identification with the organization and involvement in the organization (Allen & Meyer, 1993).…”

Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

“…As we previously discussed, social exchange theory (Blau, 1964) has provided the conceptual underpinning of research on work attitudes and behaviors (Settoon, Bennett, & Liden, 1996;Wayne, Shore, & Liden, 1997), and affective commitment to the organization is one of its key mechanisms. In general, positive treatment received from the supervisor makes employees develop a felt obligation to reciprocate ETHICAL LEADERSHIP AND REPUTATION 12 those positive actions, mostly through an increase in affective commitment to the organization (Eisenberger et al, 2010). That is, subordinates feel indebted and obliged to repay organizations and its representatives (i.e., supervisors) in kind over time (Walumbwa, Cropanzano & Hartnell, 2009).…”

“…Eisenberger et al (2010) recently found that the generalization of supervisor's actions to the organization as a whole depends on the extent to which employees identify their supervisor with the organization (supervisor's organizational embodiment: SOE).…”

Ruhsal Liderliğin Örgütsel Bağlılık ve Verimliliğe Etkisinde Ulusal Kültürün Moderatörlüğü: Kültürler Arası Bir Meta-Analiz Çalışması

“…These findings can be explained as follows: in both horizontal-individualist and vertical-collectivist cultures, the followers think that their leaders behave as an agent of the organization that they are situated within; thus, in both cultures the emotional attachment and obligations towards the organization are affected by the quality of the relationship with the leader (Rockstuhl et al, 2012). This result is also supported by a research (Eisenberger et al, 2010). In a study that has tested the relationships between leadership and organizational commitment in both horizontal-individualist (United States) and vertical-collectivist (Portugal) cultures, it has been found that "employees were generating their relationships with the supervisors to the organization, because they were seeing the supervisors as an agent of the organization".…”