Inspiring organizational commitment

Abstract

Purpose The purpose of this paper is to focus on physicians in the four public hospitals located in the October province (Egypt) in an attempt to explore the effect of responsible leadership on physicians’ affective, continuance and normative commitment with and without mediating the role of organizational inclusion. Design/methodology/approach A total of 360 physicians were contacted and all of them received a set of questionnaires. After two follow-ups, a total of 240 responses were collected with a response rate of 66.67 percent. The authors used the χ2 test to determine the association between responsible leadership and organizational inclusion. Multiple regressions were employed to show how much variation in affective, continuance and normative commitment can be explained by responsible leadership and organizational inclusion. Findings The findings highlight a positive association between responsible leadership and organizational inclusion. Moreover, another positive association is also explored between organizational inclusion and affective, continuance and normative commitment. Furthermore, the statistical analysis proved that having an atmosphere of respect, equality and sameness in the workplace fosters the effect of responsible leaders on physicians’ affective, normative and continuance commitment. Originality/value This paper contributes by filling a gap in HR management, cultural diversity and organization literature, in which empirical studies on the relationship between responsible leadership, organizational inclusion and organizational commitment have been limited until now.

Identifying core “responsible leadership” practices for SME restaurants

“…Regarding employees, power-sharing practices were found to be essential in SME restaurants – a finding similar to the results obtained by De Hoogh and Den Hartog (2008) for SMEs in services, trade, repairs and so on. Finally, ethical behavior on the part of the leader is also identified as an essential practice in SMEs restaurants, a finding that echoes most of the literature, regardless of the sector and the size of the companies analyzed (Antunes and Franco, 2016; Koh et al , 2018; Mousa, 2018, 2019b; Mousa and Puhakka, 2019; Voegtlin, 2016). In sum, the present results reflect the multidimensionality and complexity of RL (Scully, 2015), the need to adapt RL practices to the hospitality sector due to its particular characteristics (Freire and Gonçalves, 2021), and the positive impact on business performance of carrying out these practices (Salem et al , 2021).…”

Influence of Responsible Leadership on Inclusive Organizations: A Mixed-Method Study

“…Among the multitude of antecedents, leadership is considered a major antecedent in the creation and maintenance of inclusive organizations (Mousa & Puhakka, 2019). Responsible leaders who are emotionally intelligent to deal with diverse stakeholders are expected to impact inclusive organizations positively.…”

“…For leading inclusive organizations, a leadership cognizant of the sensitivities of diversity in the internal and external environment seems essential (Irfan et al, 2020;Mousa & Puhakka, 2019). Based on the idea that organizational leaders should meet relevant social, environmental, and futuristic responsibilities, responsible leadership will likely meet the multifarious requirements of inclusive organizations (Gomez & Bernet, 2019).…”

Model of Organizational Commitment Applied to Health Management Systems

“…In the healthcare field, multiple research are found regarding organizational commitment, where it is linked to other factors related to human resources management. Mousa and Puhakka (2019) [21] delve into the relationship between responsible leadership and organizational inclusion, where they conclude that an environment of respect, equality and equity in the workplace contribute positively to the development of affective, normative and continuity engagement of physicians. The commitment to continuity or permanence is positioned as one of the critical aspects in healthcare institutions due to the high turnover of nursing staff.…”

“…This type of commitment is promoted by perceived support from the organization, both from supervisors and coworkers [96,97], and by a climate of organizational justice [98], a trust in the organization [99] an adequate flow of information within the organization [100] and access to empowering factors, feeling that they can influence the organization in which they work [101]. This affective engagement has an impact on greater organizational inclusion [21], the development of networked behavior within the organization [102], better quality of care provided, and higher organizational performance [98,103]. Affective commitment is, in fact, that by which the relational psychological contracts developed by nurse managers are governed [104].…”