Transformational leadership and R&amp;D workers' multiple commitments: Do justice and span of control matter?

Gumusluoğlu, Lale; Karakitapoğlu‐Aygün, Zahide; Hirst, Giles

doi:10.1016/j.jbusres.2012.02.039

Cited by 54 publications

(42 citation statements)

References 76 publications

(110 reference statements)

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“…For example, job stress is also found to be predicted by psychological contract [1] (Bocchino, Hartman, & Foley, 2003). Further, the relationship between psychological contract and organizational commitment is also found in previous studies [2] (Gumusluoglu, Karakitapoglu-Aygun, & Hirst, 2013) [3] (Eslami & Gharakhani, 2012). For example, study conducted by [4] ( Lemire & Rouillard, 2005) investigated the relationship between psychological contract violation and organizational commitment in the context of civil servant employees in a Canadian federal organization.…”

Section: Introductionsupporting

confidence: 76%

Investigating the Perception of Public Sector Higher Education Institution Faculty Members about the Influences of Psychological Contract on Organizational Commitment

Nawaz¹,

Usman²,

Qamar³

et al. 2020

AJIBM

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The core aim of this research study is to investigate the consequences of psychological contract on organizational commitment. The context of the study is higher educational Institution International Islamic University Islamabad. Data is collected from 90 faculty members of International Islamic University Islamabad through questionnaire by using the convenience sampling approach. The alpha index is using minimum (0.60) to measure the item reliability. Regression analysis indicates that psychological contract is positively and significantly associated with affective commitment (0.55), continuance commitment (0.74), and the normative commitment (0.69). From the findings, it is concluded that psychological contract is very important for organizational commitment. Higher degree of psychological contract has a result of more organizational commitment. This paper recommended that higher educational institutes should focus on developing a positive and healthy psychological contract with employees. Failure to do so may result in unhealthy psychological contract and can produce negative employee related outcomes.

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Section: Introductionsupporting

confidence: 76%

Investigating the Perception of Public Sector Higher Education Institution Faculty Members about the Influences of Psychological Contract on Organizational Commitment

Nawaz¹,

Usman²,

Qamar³

et al. 2020

AJIBM

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“…However, much of the research on interactional justice has combined the two types of interactional justice into one factor. For example, interactional justice has positive effects on employee job performance (Shan, Ishaq, & Shaheen, ), engagement and trust (Agarwal, ), and commitment to the supervisor (Gumusluoglu et al, ). However, it remains unclear which effects were specifically from IPJ and which were specifically from IFJ.…”

Section: Discussionmentioning

confidence: 99%

Effect of Ethical Leadership and Interactional Justice on Employee Work Attitudes

Charoensap¹,

Virakul²,

Senasu³

et al. 2018

J of Leadership Studies

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The purposes of the current study were to (a) examine the direct effects of ethical leadership on three employee work attitudes—affective organizational commitment (AC‐ORG), affective commitment to the supervisor (AC‐SUP), and job satisfaction and (b) explore the mediating roles of two types of interactional justice—interpersonal justice (IPJ) and informational justice (IFJ)—on the effects of ethical leadership and employee work attitudes. Data were collected from 862 participants and structural equation modeling (SEM) was employed for data analysis. The results indicated that ethical leadership had strong and direct effects on employee work attitudes. Moreover, the effects of ethical leadership on AC‐SUP and on job satisfaction were found to be partially mediated by IFJ, while IPJ was found to have no mediating role. These research findings demonstrate the importance of ethical leadership and IFJ to employees, leaders, and organizations. The research contributes substantial knowledge to the leadership field because it confirms the importance of ethics to leadership effectiveness.

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“…Besides paternalistic leadership, these behaviours are compatible with the dimensions of transformational leadership. In fact, recent studies reported that transformational leadership is the most preferred leadership style in Turkey (Aycan & Fikret-Pasa, 2003;Gumusluoglu & Ilsev, 2009;Gumusluoglu, Karakitapoğlu-Aygün, & Hirst, 2013). As in other countries, much of the interest has been devoted to investigate the prevalent and preferred leadership styles in Turkey; however, less attention has been directed to the investigation of how these leadership styles affect employee's perceptions such as perceived empowerment and job satisfaction.…”

Section: Cultural Values and Business Context In Turkeymentioning

confidence: 99%

Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment

Aydoğmuş

Camgöz

Ergeneli

et al. 2016

Journal of Management & Organization

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Through two studies, this paper investigates the moderating effects of personality traits (i.e., extraversion, conscientiousness, agreeableness and neuroticism) and the mediating effect of psychological empowerment on the relationship between perceived transformational leadership and job satisfaction. Study 1 searches whether personality traits moderate the effects of perceived transformational leadership on followers' job satisfaction. Using a sample of 221 R&D employees employed by information technology organizations, the results of Study 1 indicate that the more conscientious the employee, the stronger the relationship between perceived transformational leadership and job satisfaction. Study 2 explores whether psychological empowerment mediates the effects of perceived transformational leadership on followers' job satisfaction. Based on data from 348 academics, the results support the mediating role of psychological empowerment on job satisfaction, in that when employees perceive their leader as transformational they feel more psychologically empowered, which in turn increases job satisfaction levels. Implications for future research and practice are discussed.Keywords: perceived transformational leadership, personality traits, psychological empowerment, job satisfaction Received 1 February 2016. Accepted 6 November 2016 T oday's dynamic work environment brought about by economic, technological and demographic changes affecting the magnitude of employee job satisfaction. It has been well documented that highly satisfied employees are more likely to be committed to their organization (Cooper-Hakim & Viswesvaran, 2005), have higher levels of job performance (Judge, Scott, & Ilies, 2006) and lower levels of turnover (Hulin & Judge, 2003). The accumulating evidence about the role of job satisfaction on various organizational outcomes triggered the studies investigating its predictors. Although job satisfaction was found to be affected by situational factors, it was also found to be shaped by individual * Faculty of Business Administration, Bilkent University, Ankara, Turkey ** Department of Business Administration, Faculty of Economics and Administrative Science, Hacettepe University, Ankara, TurkeyCorresponding author: caydogmus@bilkent.edu.tr § This manuscript is an original work that has not been submitted to nor published anywhere else. This study probes the underlying mechanism and the processes of how followers' perceptions of transformational leadership influence job satisfaction, with a focus on followers' personality traits and psychological empowerment with two different studies. With this aim, we provide follower-based perspective on leadership issues on management and organizations of benefit to scholars, Human Resource practitioners and managers.

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Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

Cited by 54 publications

References 76 publications

Investigating the Perception of Public Sector Higher Education Institution Faculty Members about the Influences of Psychological Contract on Organizational Commitment

Investigating the Perception of Public Sector Higher Education Institution Faculty Members about the Influences of Psychological Contract on Organizational Commitment

Effect of Ethical Leadership and Interactional Justice on Employee Work Attitudes

Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment

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