Matches in SemOpenAlex for { <https://semopenalex.org/work/W37772106> ?p ?o ?g. }
- W37772106 startingPage "109" @default.
- W37772106 abstract "Commitment to an organization involves three attitudes: (1) a sense of identification with the organization's goals, (2) a feeling of involvement in organizational duties, and (3) a feeling of loyalty to the organization (Becker et al., 1996; Mowday et al., 1982; Mueller and LaMer, 1999; Porter et al., 1974). Lee and Mitchell (1991) characterized commitment as a shared belief and acceptance of the values and goals of the organization and the eagerness to go above and beyond the call of duty to enhance the organization's goals and values, as well as the desire to maintain membership with the organization. The positive outcomes of organizational commitment (OC) have been well documented in management literature. People who are committed are less likely to quit and accept other jobs (Allen and Meyer, 1996; Hom et al., 1979; Mathieu and Zajac, 1990; Porter et al., 1976; Porter et al., 1974; Tett and Meyer, 1993) and are less likely to be tardy or absent from work (Angle and Perry, 1981; Bateman and Strasser, 1984; Horn et al., 1979; Koch and Steers, 1978; Larson and Fukami, 1984; Porter et al., 1974; Steers, 1977; Wasti, 2003). Thus, the costs associated with high turnover and absenteeism are avoided. Further, there is an improvement in customer satisfaction because long-tenure employees have better knowledge of work practices, and customers like the familiarity of doing business with the same employees. Organizational commitment has also been found to be positively associated with higher work motivation, greater organizational citizenship, as well as higher job performance (Meyer et al., 2002; Mowday et al., 1974; Reichheld, 2001; Riketta, 2002; Stephens et al., 2004), and may represent one useful indicator of the effectiveness of an organization (Chow and Holden, 1997; Schein, 1970; Steers, 1975). [FIGURE I OMITTED] Despite the notion that some employers are demonstrating less commitment to their employees, Scott-Ladd, Travaglione, and Marshall (2006) argue that the mere dominance of affective commitment suggests it continues to be an important attitudinal response. Committed employees have a purpose, are involved, and help solve the organization's problems. This benefits both the employer and the employee. Given the contribution a highly trained and committed employee can make to organizational productivity, keeping such an employee should be a high priority for the organization. Among the many factors that have been shown to influence an employee's decision to remain with or leave an organization are the supervisor or manager's leadership style and the extent to which the employees experience role stress in their jobs (i.e., conflicts, and not knowing when, how or what to do). Thus, it may be in the organization's best interest for managers to understand how their behavior might influence a worker's commitment to the organization. The purpose of this study is to investigate the direct effects that two influential leadership styles (i.e., initiating structure and consideration) have on OC. More importantly, because less attention has been given to possible mediators of the leadership style--OC relationship in the past, the present study will also examine whether or not role stress acts as a mediator. A review by Mathieu and Zajac (1990) stresses the need for empirical testing of just such a mediating model. See Figure I for a graphic representation of the model. Initiating Structure/Consideration and Organizational Commitment Work experiences can have a strong influence on the extent to which psychological attachments are formed with the organization (Mowday et al., 1982). Examples of work experiences would include all of the things which over the years reinforce the steady growth of commitment. Morris and Sherman (1981) suggest that the quality of interpersonal exchange between the superior and a subordinate can make up an important element of the subordinate's work experience. …" @default.
- W37772106 created "2016-06-24" @default.
- W37772106 creator A5056854240 @default.
- W37772106 creator A5068575734 @default.
- W37772106 date "2008-03-22" @default.
- W37772106 modified "2023-09-23" @default.
- W37772106 title "Leadership style and organizational commitment: Mediating effect of role stress." @default.
- W37772106 cites W117710089 @default.
- W37772106 cites W1531051685 @default.
- W37772106 cites W1568614080 @default.
- W37772106 cites W1831958621 @default.
- W37772106 cites W1963526967 @default.
- W37772106 cites W1966409890 @default.
- W37772106 cites W1969067691 @default.
- W37772106 cites W1971440513 @default.
- W37772106 cites W1978749816 @default.
- W37772106 cites W1980973772 @default.
- W37772106 cites W1982711693 @default.
- W37772106 cites W1982720512 @default.
- W37772106 cites W1988906318 @default.
- W37772106 cites W1989382178 @default.
- W37772106 cites W1990954480 @default.
- W37772106 cites W1991508668 @default.
- W37772106 cites W1995113941 @default.
- W37772106 cites W1997754023 @default.
- W37772106 cites W1997972281 @default.
- W37772106 cites W1999533858 @default.
- W37772106 cites W2003710489 @default.
- W37772106 cites W2012968282 @default.
- W37772106 cites W2022786786 @default.
- W37772106 cites W2025495020 @default.
- W37772106 cites W2026228514 @default.
- W37772106 cites W2030409440 @default.
- W37772106 cites W2035910541 @default.
- W37772106 cites W2037209916 @default.
- W37772106 cites W2037428645 @default.
- W37772106 cites W2038736500 @default.
- W37772106 cites W2039273967 @default.
- W37772106 cites W2039424655 @default.
- W37772106 cites W2041090984 @default.
- W37772106 cites W2041168614 @default.
- W37772106 cites W2042588771 @default.
- W37772106 cites W2042634652 @default.
- W37772106 cites W2044422540 @default.
- W37772106 cites W2046325719 @default.
- W37772106 cites W2059106030 @default.
- W37772106 cites W2060069956 @default.
- W37772106 cites W2060393543 @default.
- W37772106 cites W2066343366 @default.
- W37772106 cites W2069220903 @default.
- W37772106 cites W2071460172 @default.
- W37772106 cites W2076025404 @default.
- W37772106 cites W2079158106 @default.
- W37772106 cites W2082298562 @default.
- W37772106 cites W2084710723 @default.
- W37772106 cites W2093114961 @default.
- W37772106 cites W2093993801 @default.
- W37772106 cites W2094327287 @default.
- W37772106 cites W2098462375 @default.
- W37772106 cites W2102463240 @default.
- W37772106 cites W2107659983 @default.
- W37772106 cites W2107874195 @default.
- W37772106 cites W2109872918 @default.
- W37772106 cites W2119814564 @default.
- W37772106 cites W2125495071 @default.
- W37772106 cites W2153235646 @default.
- W37772106 cites W2158517811 @default.
- W37772106 cites W2172114323 @default.
- W37772106 cites W217367019 @default.
- W37772106 cites W2319943595 @default.
- W37772106 cites W2320138384 @default.
- W37772106 cites W2321455742 @default.
- W37772106 cites W2325419512 @default.
- W37772106 cites W2333794428 @default.
- W37772106 cites W2335090155 @default.
- W37772106 cites W2797247465 @default.
- W37772106 cites W2992251192 @default.
- W37772106 cites W40872157 @default.
- W37772106 cites W1973740440 @default.
- W37772106 cites W2059375846 @default.
- W37772106 cites W3020132792 @default.
- W37772106 cites W39490365 @default.
- W37772106 hasPublicationYear "2008" @default.
- W37772106 type Work @default.
- W37772106 sameAs 37772106 @default.
- W37772106 citedByCount "69" @default.
- W37772106 countsByYear W377721062012 @default.
- W37772106 countsByYear W377721062013 @default.
- W37772106 countsByYear W377721062014 @default.
- W37772106 countsByYear W377721062015 @default.
- W37772106 countsByYear W377721062016 @default.
- W37772106 countsByYear W377721062017 @default.
- W37772106 countsByYear W377721062018 @default.
- W37772106 countsByYear W377721062019 @default.
- W37772106 countsByYear W377721062020 @default.
- W37772106 crossrefType "journal-article" @default.
- W37772106 hasAuthorship W37772106A5056854240 @default.
- W37772106 hasAuthorship W37772106A5068575734 @default.
- W37772106 hasConcept C108363010 @default.