Moderating Effects of Transformational Leadership, Affective Commitment, Job Performance, and Job Insecurity

Abstract

This work explored the mediating effects of affective commitment on transformational leadership and job performance and job insecurity on transformational leadership and affective commitment. Meanwhile, the inter-relationships between the four verified the mediating effect of affective commitment, including job insecurity. The results were as follows: (1) transformational leadership and job performance were positively related. (2) Transformational leadership was proportional to an emotional commitment. (3) The affective commitment had a positive impact on job performance. (4) Transformational leadership indirectly positively affected job performance through the intermediary effect of affective commitment. (5) Transformational leadership regulated affective commitment through job insecurity. The more job security employees have, the higher the impact of transformational leadership on affective commitment; the lower the contrary.

Can Transformational Leadership Affect the Two Dimensional Creativity of Middle Managers in Retail Enterprises? The Mediating Role of Psychological Security

“…Second, transformational leadership as a whole has a significant positive impact on middle managers' psychological security in retail firms. Analyzed from the perspective of leadership attribution theory, transformational leadership as situational factors can provide a positive psychological influence on middle managers, stimulate the internal motivation of middle managers, and thus improve their psychological security (Shao et al, 2022). This finding is similar to the finding of Dong (2013) on transformational leadership and team psychological security, but the existing studies only explored transformational leadership as a higher-order variable and lacked specific analysis of the relationship between the dimensions of transformational leadership and psychological security; moreover, team psychological security differs from individual psychological security in that team psychological security is different from individual psychological security in that team psychological security emphasizes that team members share a common philosophy, which affects the identification of relationships between variables.…”

“…First, to broaden the scope of application of transformational leadership theory. The research objects of recent literature on transformational leadership are mainly merchant ship captains, scientific researchers, university teachers, civil servants, and employees of science and technology enterprises, and their research results cannot be generally extended to other industries for application (Lyubykh et al, 2022; Shao et al, 2022). Therefore, this paper focuses on four dimensions of transformational leadership in retail enterprises to clarify the impact of each dimension on the creativity of middle managers and to broaden the use of transformational leadership theory in different contexts.…”

Leading medical laboratory professionals toward change readiness: a correlational study

“…Where technician/technologists had higher mean CCC scores than supervisor/managers and laboratory director/administrators, this suggests that technicians and technologists may perceive there is too much at risk (loss of benefits, income, etc) to not accept the impending change compared with higher-level management who may be more secure in their positions. 27 , 28 Lack of significant differences between laboratory role and mean NCC scores may indicate that, regardless of laboratory role, there is an inherent moral obligation to commit to change in the laboratory due to the nature of the profession. 27 …”

The impact of middle managers’ digital leadership on employee work engagement

“…Constructive social exchange relationships are nurtured through bidirectional and frequent digital interactions in the digital environment. By guiding employees in developing shared values, positive emotions, and a sense of duty are fostered, encouraging them to proactively form emotional connections with the organization based on reciprocal norms ( Shao et al, 2022 ). Thus, this study suggests that the higher the level of middle managers’ digital leadership, the greater the enhancement of employees’ affective commitment.…”