International Journal of Organizational Leadership

The current study tests an integrative model that considers the plausible effects of transformational and passive-avoidant leadership styles on employees’ affective, normative, and continuance commitment to the organization. While leadership styles are treated as predictors of commitment, perceived stress is treated as a mediating factor in understanding the underlying mechanism of commitment. Data were collected from 232 white and blue-collar employees working at regional divisions of a privatized organization, monitoring Turkey’s electricity distribution services. The hypothesized mediation model was tested using structural equation modeling. Using the bootstrapping method, the indirect effects of both transformational leadership and passive-avoidant leadership on affective and normative commitment via perceived stress were found to be significant. However, contrary to the expectations, the mediating effects of perceived stress were found to be insignificant for relations between transformational leadership and continuance commitment and between passive-avoidant leadership and continuance commitment. The overall results suggest that employees tend to feel less tension and stress and thus ultimately become more affectively and normatively committed to the organizations when the supervisors exhibit transformational leadership behaviors. Passive-avoidant leadership behaviors, on the other hand, act as distal predictors of affective and normative commitment via perceived stress. By enacting passively and showing ignorance to subordinates' needs, passive leaders seem to intensify workplace stressors for followers.

The trends in the business world such as the transition to a service-based economy and the development of ICTs have significantly increased the importance of relationship-based loyalty for firms. In line with these changes, a long-term relationship with the customer has become a vital strategy in banking industry. The purpose of this paper is to show the role of organizational leadership in customer loyalty by examining the association between managing conflict, relationship quality and customer loyalty in banking services. In this respect, Agriculture bank of Iran was selected as the target population of the suggested theoretical model of this study and 417 customers of the bank have participated as the statistical samples to achieve the goals of this paper. Samples were selected using simple random sampling and research hypotheses were tested using structural modeling technique and AMOS software. The results showed that the managing conflict has an indirect and positive effect on customer loyalty through relationship quality. Furthermore, the managing conflict had a direct and positive effect on Trust, commitment, and customer satisfaction. In addition, an increase in trust, commitment and customer satisfaction with the bank led to increases in customer loyalty. Findings revealed that the organizational leadership by managing conflict between employees and customers can improve the quality of the customer-company relationship and lead to customer loyalty.

Internal branding is a novel strategy focuses on brand equity
to ensure that the staff aim at improving
the organizational reputation. Since the
staffs are able to considerably effect the customers
purchase behavior, they have a key role in establishing the reputation. In this
regard, human resource branding can improve the competitive aspects of
organizations. Inspiring of this fact, the current research concentrates on the insurance industry and addresses to identifying
the important factors in human resource branding and its effects on reputation/brand
in the mentioned area. For this aim, data are gathered from different Insurance
branches in Alborz province and model confirmation is conducted based on the
structural equations modeling and confirmatory factor analysis. After model
confirmation, the experiments affirm that the human resource process has a direct effect on the competency, commitment and
satisfactory. Subsequently, it is admissible that the three mentioned factors
have a direct effect on reputation.