Keywords : Employee Commitment


Moderating the Relationship between Leadership and Commitment: An Empirical Study on Personality and Values

Thomas Meixner; Richard Pospisil; Pavel Zufan

International Journal of Organizational Leadership, 2021, Volume 10, Issue Issue 2-First Online, Pages 115-139
DOI: 10.33844/ijol.2021.60521

Attracting and retaining talent is considered to be among the most crucial challenges for contemporary leadership. Building on this notion, the present paper aims to foster an understanding of the complex interplay between leadership practices and employee commitment. In these regards, the moderating role of personality variables and personal values is critically assessed. Building on a two-dimensional model of organizational commitment, the study proposes that leadership variables predict both emotional and behavioral commitment, with the relationship being moderated by personality variables as assessed throughout the Big Five framework and by personal values. To determine the validity of these hypotheses, an empirical, quantitative study was conducted following an observational design focusing on the employee perspective. Standardized questionnaires were utilized to assess the levels of commitment, the perceived leadership style of the participants’ leaders, their personality and values. A total of n = 310 individuals were recruited for participation in the empirical study, conducted by using an online survey. The statistical analyses showed a stable, significant correlation between the perception of leadership style and both types of organizational commitment, with leadership communication taking on a noteworthy role. The relevance of personality variables and values also could be confirmed, with their predictive power being more substantial for behavioral commitment. This was established using multiple linear regression analyses that compared the predictive power of the individual predictors.

Organizational Commitment: Re-structuring a Concept Crucial for Management and Leadership Using a Confirmatory Factor Analysis

Thomas Meixner

International Journal of Organizational Leadership, 2020, Volume 9, Issue 2, Pages 77-92
DOI: 10.33844/ijol.2020.60492

This paper aimed at answering the question, how the widely discussed concept of organizational commitment can be clustered. Based on relevant literature on employee commitment, a four-dimensional model of commitment was proposed. The proposed layers included a rational, a behavioral, a normative and an emotional layer, with each of them ranging from the lowest level of commitment – compliance – to the highest level, described as internalization. In order to assess this assumed model, the approach of an empirical study leading up to a confirmatory factor analysis was chosen. Using a wide array of pre-existing questionnaires, a set of items were generated in accordance with the proposed model and tested on a survey of n = 300 participants. Using a R-based confirmatory factor analysis, the proposed factor structure was assessed in terms of its model fit. Analyses however suggest a two-factor model, as only for emotional and behavioral commitment a satisfactory model fit could be shown. An additionally conducted reliability analysis confirmed this result. Therefore, based on the empirical data, a two-factor model of commitment is suggested. It is argued within the discussion of the results, that only the factors emotional and behavioral commitment target actually the relationship between employer and employee, whereas normative commitment depends stronger on the personality and the values of the employee, while rational commitment might be stronger connected to the overall (employment) market situation. Potential recommendations for practitioners are deducted from the findings and possible approaches for future research are presented.