Which Leadership Constructs Are Important for Predicting Job Satisfaction, Affective Commitment, and Perceived Job Performance in Profit versus Nonprofit Organizations?
“…Dwyer et al () showed that volunteers' satisfaction with their work across diverse nonprofit sectors was predicted by transformational leadership. Recently, Rowold et al () corroborated these findings by showing that transformational leadership was strongly correlated with commitment and satisfaction in several nonprofit samples.…”
Section: Theoretical Backgroundmentioning
confidence: 82%
“…Past research on the relation between transformational leadership and performance in the volunteer sector is still rare. Rowold, Borgmann, & Bormann, found only small and sometimes near‐zero correlations. In their study, multiple samples from very different fields (e.g., firefighters, church office administrators, orchestra members) were assessed with the same self‐rated performance measure, and the results were pooled across the samples.…”
In this study, we tested hypotheses concerning volunteers' not‐for‐profit work, specifically the relations of transformational leadership with performance and satisfaction as well as the question of how task and relationship conflict fit into these relations. We argue that conflicts are detrimental to satisfaction and performance and that the frequency of conflict can be reduced through transformational leadership. We analyzed data from a large sample of lay orchestra musicians (N = 1,535) and found that musicians' perceptions of their conductors' transformational leadership style were positively related to both the performance and satisfaction of the musicians. Furthermore, we found that conflict mediated the relation between transformational leadership and satisfaction to some extent. The mediation occurred via the frequencies of both task and relationship conflicts even though the frequency of conflict was quite low in this sample in general.
“…Dwyer et al () showed that volunteers' satisfaction with their work across diverse nonprofit sectors was predicted by transformational leadership. Recently, Rowold et al () corroborated these findings by showing that transformational leadership was strongly correlated with commitment and satisfaction in several nonprofit samples.…”
Section: Theoretical Backgroundmentioning
confidence: 82%
“…Past research on the relation between transformational leadership and performance in the volunteer sector is still rare. Rowold, Borgmann, & Bormann, found only small and sometimes near‐zero correlations. In their study, multiple samples from very different fields (e.g., firefighters, church office administrators, orchestra members) were assessed with the same self‐rated performance measure, and the results were pooled across the samples.…”
In this study, we tested hypotheses concerning volunteers' not‐for‐profit work, specifically the relations of transformational leadership with performance and satisfaction as well as the question of how task and relationship conflict fit into these relations. We argue that conflicts are detrimental to satisfaction and performance and that the frequency of conflict can be reduced through transformational leadership. We analyzed data from a large sample of lay orchestra musicians (N = 1,535) and found that musicians' perceptions of their conductors' transformational leadership style were positively related to both the performance and satisfaction of the musicians. Furthermore, we found that conflict mediated the relation between transformational leadership and satisfaction to some extent. The mediation occurred via the frequencies of both task and relationship conflicts even though the frequency of conflict was quite low in this sample in general.
“…More specifically, TFL theory argues that idealized influence and inspirational motivation domains of TFL help motivate people toward a shared collective goal (Northouse, ). Employees who feel valued as important members responsible for achieving the organization's collective goals experience increased feelings of commitment (Emery & Barker, ; Rowold, Borgmann, & Bormann, ), particularly in nonprofit organizations (McMurray, Pirola‐Merlo, Sarros, & Islam, ; Rowold et al, ). Hypothesis 4: TFL will be positively associated with affective commitment .Some scholars have theoretically argued that TFL may not be ideal in facilitating inclusion, indicating that transformational leaders may be more concerned with their own greatness, charisma, and future success than with helping other organizational members feel valued and appreciated (Randel et al, ). Likewise, these scholars indicate a concern that transformational leaders may focus on their own visions of the future than incorporating others ideas about the future (Randel et al, ).…”
Section: Literature and Conceptual Modelmentioning
Given the projected growth of workforce diversity in the United States and the fact that heterogeneous workforces result in both positive (increased retention and performance) and negative (increased conflict and turnover) organizational outcomes, nonprofit leaders are faced with the challenge of effectively managing their workforces. Findings ways to ensure positive workplace outcomes, such as employee commitment (an emotional attachment to the organization) and performance, is especially critical for the overall functioning of nonprofit organizations. Using longitudinal multilevel path analyses, this study examined whether transformational leadership influenced work group performance through both creating a climate for inclusion and increasing employee affective commitment in a diverse nonprofit health care organization. Results indicate that transformational leaders help increase perceptions of inclusion, which improves employee commitment to the organization, and ultimately enhances perceived work group performance. This suggests inclusion and affective commitment as key factors for how leaders can increase nonprofit performance.
“…Other literature also supports the positive link between commitment and subordinate commitment to service quality. Rowold, Borgmann, & Bormann, (2014) found that transformational leadership style has strong significant influence on affective commitment further, (Barnett et al, 2001;Erkutlu, 2006;Emery & Barker, 2007;Liao & Chuang, 2007). Further, Wallace et al, (2013) stated that the leadership can encourage employees towards commitment.…”
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