Working under a committed boss: A test of the relationship between supervisors' and subordinates' affective commitment

Loi, Raymond; Lai, Jennifer Y. M.; Lam, L.

doi:10.1016/j.leaqua.2011.12.001

Cited by 61 publications

(63 citation statements)

References 57 publications

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“…Vandenberghe () suggested that employees having strong affective commitment to the organization are more likely to view organizational values as more compatible with their own, and initiate actions which are above and beyond their responsibilities. Past research further showed that affectively committed supervisors would engage in more self‐sacrificing actions and mentoring behaviors to express their appreciation toward the organizational values (Loi, Lai, & Lam, ; Van Dick, Hirst, Grojean, & Wieseke, ). They would pay less attention to cues that potentially delimit these actions (Meyer & Herscovitch, ).…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

“…On the contrary, they may treat handling customer deviance as a self‐sacrificing behavior toward the organization, thus reducing the possibility of experiencing cognitive dissonance. Furthermore, committed store managers should find it rewarding to engage in more mentoring activities (Loi et al, ), which can support their staff to meet the challenges of customer misbehavior. Instead of focusing on the negative consequences brought to their staff by badly behaved customers, they would take initiative to communicate with their staff to reinforce organizational visions, goals, and values, and equip their staff with special techniques to improve interactions with misbehaving customers (Harris & Daunt, ).…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

“…They realize the personal significance attached to their work and are more ready to spillover their skills and resources to the family domain. The positive affect associated with organizational affective commitment (Loi et al, ) also alleviates the negative feeling elicited by customer deviance and facilitates store managers' application of workplace resources to their family role. The following hypothesis is then proposed:

Hypothesis 4: Organizational affective commitment moderates the indirect effect of customer misbehavior on work‐to‐family enrichment via work meaningfulness such that the negative indirect effect is weaker among store managers possessing high organizational affective commitment .…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

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Customer misbehavior and store managers' work‐to‐family enrichment: The moderated mediation effect of work meaningfulness and organizational affective commitment

Loi

Chow

et al. 2017

Human Resource Management

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With the growing research interest in work–family enrichment, this study explores how negative workplace phenomenon affects store managers' experience of work‐to‐family enrichment. Using two‐wave survey data collected from 156 retail store managers who had frequent interactions with customers, we found that customer misbehavior had a negative effect on their work‐to‐family enrichment through work meaningfulness. Furthermore, store managers' organizational affective commitment acted as an effective buffer on such negative relationship. Our findings thus fill in one missing piece in the current work–family enrichment literature and carry important implications for organizations to help retail store managers attain work meaningfulness and enrich their family life.

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Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Customer misbehavior and store managers' work‐to‐family enrichment: The moderated mediation effect of work meaningfulness and organizational affective commitment

Loi

Chow

et al. 2017

Human Resource Management

Self Cite

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“…Third, there are variants of universal leadership theories (Dickson, Hanges, & Lord, 2001) such that researchers should consider contextual variables more unique to Asia (e.g., power distance) affecting how leaders influence their followers (e.g., Kirkman, Chen, Farh, Chen, & Lowe, 2009;Loi, Lai, & Lam, 2012). Our third set of papers illustrates how to conduct leadership research using this approach.…”

Section: Future Research On Leadership In Asiamentioning

confidence: 99%

Leadership research in Asia: Taking the road less traveled?

Lam¹,

Huang

Lau

2012

Asia Pac J Manag

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Asia is a geographical region with a cultural emphasis on power distance, paternalism, collectivism, and social relations. Leadership in this area plays an important role in organizational processes and outcomes; however, whether this role is similar to that outlined in the mainstream leadership research and nonAsian settings is yet to be confirmed. In this Special Issue on "Leadership in Asia," we selected six papers and identified four emerging themes. First, several mainstream leadership theories are applicable in Asia. On the other hand, we also identified processes and effects that are unique in Asia. Second, leadership in Asia affects organizational outcomes. Third, a strong emphasis on families and social ties among Asian corporations highlights intriguing leadership dynamics in this part of the world. Finally, new context-specific leadership constructs are identified and discussed. In light of these findings, we discuss the future directions of leadership research in Asia.

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“…First, our sample size affords us limited statistical power. Granted, the size is on par with similar humanitarian research (e.g., Kohrt et al, ; Mitchell, ; Moshtari, ), as well as with traditional organizational behavior studies that examined constructs such as relations between leaders and followers (Loi, Lai, & Lam, ), coworkers' relations (Harris, Harvey, & Kacmar, ), and the moderating role of leaders' group representativeness (Koivisto, Lipponen, & Platow, ). In fact, according to Iacobucci's () methodological guidelines for behavioral researchers, our structural equation modeling‐based moderated mediation can perform well with the current sample size.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 89%

How field office leaders drive learning and creativity in humanitarian aid: Exploring the role of boundary‐spanning leadership for expatriate and local aid worker collaboration

2017

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Summary Many humanitarian aid workers receive training prior to being dispatched into the field, but they often encounter challenges that require additional learning and creativity. Consequently, aid organizations formally support collaboration among the expatriate and local workers in a field office. At best, those aid workers would not only exploit their joint knowledge but also explore novel ways of managing the challenges at hand. Yet differences between expatriate and local groups (e.g., in ethnicity, religion, education, and salary) often thwart intergroup collaboration in field offices and, by extension, any joint learning or creativity. In response to this issue, we study the role of field office leaders—specifically, how their boundary‐spanning behavior may inspire collaboration between the two groups and therefore facilitate joint learning and creativity. We propose that a leader's in‐group prototypicality additionally catalyzes this process—that is, a leader's behavior has more impact if s/he is seen as representing his/her group. We tested and found support for our hypothesized moderated mediation model in a field sample of 137 aid workers from 59 humanitarian organizations. Thus, our study generally highlights the pivotal role that field office leaders play for crucial outcomes in humanitarian aid operations. Furthermore, we offer concrete steps for field office leaders who want to inspire better collaboration between the expatriate and local aid workers they lead.

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Working under a committed boss: A test of the relationship between supervisors' and subordinates' affective commitment

Cited by 61 publications

References 57 publications

Customer misbehavior and store managers' work‐to‐family enrichment: The moderated mediation effect of work meaningfulness and organizational affective commitment

Customer misbehavior and store managers' work‐to‐family enrichment: The moderated mediation effect of work meaningfulness and organizational affective commitment

Leadership research in Asia: Taking the road less traveled?

How field office leaders drive learning and creativity in humanitarian aid: Exploring the role of boundary‐spanning leadership for expatriate and local aid worker collaboration

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