The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

Abstract

This article examines the effect of transformational and laisser‐faire leadership on the part of local union leaders and immediate supervisors on the dual commitment of unionised workers. Building on the social information processing perspective, it is suggested that these leadership styles are linked to commitment through the workplace relations climate (WRC). Based on a sample of 834 unionised workers, our results suggest that WRC represents an important mechanism explaining the effect of the immediate supervisor's leadership in unionised settings. Results also show that transformational leadership on the part of union representatives is positively linked to union and organisational commitment. This article contributes to the WRC and dual commitment literatures by going beyond structural and institutional explanations and considering relational and actor‐related variables, such as leadership styles.

Union-enterprise guanxi and union instrumentality: an empirical study in Taiwan

“…Third, leadership has been blatantly disregarded in union management research, despite being an important topic in organizational studies (Fortin-Bergeron et al , 2018). By gauging the moderating effects of union leader humility between constructive union–enterprise conflicts and union instrumentality, this study reintroduced the “human” factor (or the decision-makers) into discussions regarding union–enterprise relations (Montgomery, 2008; Newton and Shore, 1992).…”

“…Furthermore, leadership is also an integral factor that can influence organizational interactions (Cropanzano et al , 2017; Jiang et al , 2011). When it comes to union–enterprise interactions, it even assumes a key role in shaping industrial relations (Fortin‐Bergeron et al , 2018). As a humble leader tends to acknowledge the contributions and dedication of stakeholders, leader humility is effective in facilitating inter-organizational cooperation and conflict avoidance, resulting in the creation of a win–win situation.…”

“…Third, although leadership has been a core subject in organizational behavior and a key determinant of organizational operations, past studies pertaining to labor organizations or industrial relations rarely addressed the role of leadership (Fortin‐Bergeron et al , 2018; Hammer et al , 2009). Through investigation of the moderating role of union leader humility in union–enterprise interactions, this study called attention to the responsibilities of union decision-makers and extended the notion of humility to the context of industrial relations.…”

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Who said there is no place like home? Extending the link between quantitative job demands and life satisfaction: a moderated mediation model

“…Brislin's back-translation procedure has been used in many studies in the literature (e.g. Guerci et al, 2017;Lin et al, 2017;Fortin-Bergeron et al, 2018;Abdollahi et al, 2019). In order to use the required scales in the study, the original versions of the scales were translated into Turkish using the back-translation method of Brislin (1986), and the final versions of the scales were then translated back into the original language.…”