Transformational Leadership and Organizational Commitment in Teams: The Mediating Roles of Shared Vision and Team-Goal Commitment

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

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Rekindle Teacher's Organizational Commitment: The Effect of Transformational Leadership Behavior

Procedia - Social and Behavioral Sciences ◽

10.1016/j.sbspro.2013.07.127 ◽

2013 ◽

Vol 90 ◽

pp. 566-574 ◽

Cited By ~ 11

Author(s):

Nurharani Selamat ◽

Norshidah Nordin ◽

Afni Anida Adnan

Keyword(s):

Transformational Leadership ◽

Organizational Commitment ◽

Leadership Behavior

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The Transformational Leadership Practices of National Board Certified School Librarians in North Carolina

10.31229/osf.io/mbwyf ◽

2020 ◽

Author(s):

Kimberly Hirsh

Keyword(s):

North Carolina ◽

Transformational Leadership ◽

Leadership Practices ◽

Shared Vision ◽

Successful Implementation ◽

School Librarians ◽

National Board ◽

Teaching Standards ◽

Professional Leadership ◽

High Level

This study describes a questionnaire survey of school librarians in North Carolina who have received advanced certification from the National Board of Professional Teaching Standards. The survey was conducted to identify the transformational leadership practices of these school librarians and assess their ability to implement professional leadership guidelines. School librarians’ leadership practices were assessed using the Leadership Practices Inventory, 3rd Edition (LPI). School librarians perceived themselves as possessing a high level of transformational leadership in the five exemplary practices identified by the LPI: Modeling the Way (MTW), Inspiring a Shared Vision (ISV), Challenging the Process (CTP), Enabling Others to Act (EOA) and Encouraging the Heart (ETH). They perceived themselves as being very strong at MTW and EOA. They were less successful at ISV and CTP. Overall, they were very successful in implementing professional leadership guidelines. Successful implementation of these guidelines was highly correlated with ISV and CTP.

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Do Transformational Leadership, Interpersonal Communication, and Career Development Have Direct and Indirect Effect on Diplomats’ Organizational Commitment at the Ministry of Foreign Affairs Republic of Indonesia in Jakarta?

IJHCM (International Journal of Human Capital Management) ◽

10.21009/ijhcm.04.01.05 ◽

2020 ◽

Vol 4 (1) ◽

pp. 59-73

Author(s):

Asrarudin ◽

Dedi Purwana ◽

R. Madhakomala

Keyword(s):

Transformational Leadership ◽

Organizational Commitment ◽

Career Development ◽

Interpersonal Communication ◽

Structural Equation ◽

Total Sample ◽

Foreign Affairs ◽

Equation Modeling ◽

Analysis Tool ◽

The Republic

Objective of this research is to determine direct and indirect effects of transformational leadership, interpersonal communication, and career development on the commitment of diplomats at the Ministry of Foreign Affairs of the Republic of Indonesia in Jakarta. The sample design used is probability sampling which provides equal opportunity for each element (member) of the population to be selected as a sample member. And the technique for determining the number of samples is proportionate Stratified Random Sampling. This technique is used because the population is not homogeneous and proportionally distributed. The research design used is a quantitative approach with a total sample of 255 respondents. The data analysis tool used is Structural Equation Modeling (SEM) with WarpPLS 5.0 software. This research reveals that transformational leadership has a positive and significant effect on interpersonal communication which indicates that the better transformational leadership, interpersonal communication will be more increased; transformational leadership has a positive and significant influence on career development which describes that the better transformational leadership, career development will get better; Transformational leadership contributes positively and significantly to organizational commitment through career development which shows an increase in career development then transformation leadership will be better and have an impact on increasing organizational commitment; and interpersonal communication has a positive but not significant role on organizational commitment through career development which shows that good interpersonal communication has neither effect on career development nor impact on the commitment of diplomatic organizations in the Ministry of Foreign Affairs of the Republic of Indonesia.

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