Empowering leadership: leading people to be present through affective organizational commitment?
Empowering leadership: leading people to be present through affective organizational commitment?
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DOI：
10.1080/09585192.2018.1424017
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发表时间：
2020-09-07
影响因子：
5.6
通讯作者：
Beehr, Terry A.
中科院分区：
文献类型：
--
作者：
Kim, Minseo;Beehr, Terry A.
本研究检验授权型领导与迟到、旷工和离职倾向三种退缩行为负相关的中介模型，并以情感组织承诺为中介。以294名美国全职员工为研究对象，结构方程模型的结果表明，一次授权领导行为与第二次情感组织承诺的估计正相关，而情感组织承诺与最后一次缺勤和离职意愿负相关。此外，授权型领导与退缩行为之间没有显著的直接影响，进一步支持了中介模型。然而，授权型领导和情感型承诺对下属的迟到都没有影响。授权型领导为员工提供自主权和发展支持，可能对员工参加和留在组织的决策产生有利影响，也可能对员工以心理承诺的形式对组织产生情感反应。本研究扩展了先前的研究模型，考察了与授权领导相关的全方位退缩行为，并表明承诺可以解释为什么授权领导行为会影响员工的保留决策。
This study tested a mediation model in which empowering leadership was negatively related to three withdrawal behaviors: lateness, absenteeism, and turnover intention, with affective organizational commitment as a mediator. With 294 full-time US employees, results from structural equation modeling indicated that empowering leader behaviors at one time were positively related to estimates of affective organizational commitment at a second time, which in turn was negatively related to absenteeism and turnover intention at a final time. Additionally, no significant direct effect was found between empowering leadership and withdrawal behaviors, further supporting the mediation model. However, neither empowering leadership nor affective commitment influenced followers' lateness. Empowering leadership, which provides employees with autonomy and developmental support, may have a favorable effect on employees' decisions to attend and stay in the organization, as well as their affective reaction to the organization in the form of psychological commitment. This study extended prior research models by examining a full range of withdrawal behaviors in relation to empowering leadership and showed that commitment may explain why empowering leader behaviors can affect employees' retention decisions.