Leadership, Commitment, and Culture

Abstract

The two purposes of this article were to examine the meta-analytic relationships between several well-studied forms of leadership and employee commitment and to test if some of these relationships vary due to societal culture. Transformational/ charismatic leadership was shown to be positively related to affective (AC; ρ = .451, k = 116) and normative commitment (NC; ρ = .337, k = 30), while contingent reward and management-by-exception (active) were positively related to AC (ρ = .369, k = 51 and ρ = .083, k = 25, respectively). Laissez faire leadership was negatively related to AC (ρ = −.296, k = 15). In terms of culture, societal individualism-collectivism did not affect the relationship between transformational/ charismatic leadership and AC. In contrast, the relationship between transformational/charismatic leadership and both NC and continuance commitment was stronger in countries that value collectivism. We also found evidence that the relationship between contingent reward and AC was stronger in societies with higher rather than lower levels of power distance/hierarchy. Implications of these findings on the study of leadership, culture, and commitment are discussed.

Visionary Leadership Insides Government of Banten Province, Indonesia: A Study of 2007-2012 Era

“…These three matters are vital for the development of any organization and allow the creation of a good and productive team. This personal perspective of Jackson, et al in [13] is dissimilar to Yukl in [14] who observes from a more managerial perspective that effective leadership is more inclined to include: duty oriented behavior; relation oriented behavior; and participative leadership.…”

“…Achieving the goal of the organization, leadership must be effective. Jackson, et al in [13] states that very effective leaders will build their leadership on a foundation comprising of three core values, namely integrity, vassal heart, and willingness for stewardship. These three matters are vital for the development of any organization and allow the creation of a good and productive team.…”

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

“…The followers in the organization are more likely to identify with the collective vision and perceive the goals as their own [68]. In addition, transactional leadership could have a higher potential to associate with the perceptions of organizational support and justice [69]. Contingent reward and active management-by-exception would be perceived by employees as fair to follow the criterion or discipline of the organization.…”

Supervisors’ Transformational Leadership: Personality and Management Practices as Antecedents

“…Об этом свидетельствуют многочисленные обзор-ные статьи (см., напр. : [Hiller, 2011;Wang et al, 2011;Takahashi, Ishikawa, Kanai, 2012;Jackson, Meyer, Wang, 2013]). При-чем, как утверждается, «позитивные по-следствия трансформационного лидерства на работников универсальны, несмотря на культуру страны» [Engelen et al, 2014].…”