Leadership Behavior and Organizational Commitment: A Comparative Study of American and Indian Salespersons

DeCarlo, Thomas E.; Vyas, Shyam B.

doi:10.1057/palgrave.jibs.8490836

Cited by 64 publications

(41 citation statements)

References 32 publications

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“…Team leader behavior can affect the team's strategic decision-making, team member's morale. In many leadership studies, team trust and team commitment are seen as important outcome variables of leadership behavior [7,8]. Shen & Chen's (2007) study shows that leadership behavior has a positive effect on team trust based on the survey data in the service and manufacturing industries [1].…”

Section: A Team Climatementioning

confidence: 99%

The Influence of the Team Climate on Team Innovation performance: An Empirical Study Based on Chinese High Technology Innovation Teams

Zheng

Zhu

Yang

2010

2010 3rd International Conference on Information Management, Innovation Management and Industrial Engineering

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Team has become one of the most important strategic resources in the organization. However, the overall effect of team is often difficult to achieve in the practical application of team in China's enterprises. According to the investigation of high technology innovation teams and the relative literature reviews, the team climate is an important influencing factor for achieving the overall effect of team. Therefore, a conceptual model including five components of team climate (which are Leadership Behavior, Member Heterogeneity, Role Expectation, Team Trust, Team Commitment), and Team Innovation Performance, were set up. Further questionnaire survey was done; data were collected from 137 high-tech innovation teams in China and analyzed statistically using the Structural Equation Model (SEM) for testing the theoretical hypotheses. The conclusions were drawn that the components of team climate has interaction: Leadership Behavior, Member Heterogeneity and Role Expectation have significant influence on Team Trust and Team Commitment; Team Trust has a significant positive effect on Team Commitment. Moreover, the team climate has the strongly positively effect on team innovation performance; specifically, Member Heterogeneity and Role Expectation have significant positive effect on Team Innovation Performance through the full mediate impact of Team Trust and Team Commitment; while, Leadership Behavior have significant positive effect on Team Innovation Performance through the semi mediate impact of Team Trust and Team Commitment, namely, Leadership Behavior has directly impact on Team Innovation Performance as well as has indirectly impact on Team Innovation Performance by the mediate impact of Team Trust and Team Commitment.

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Section: A Team Climatementioning

confidence: 99%

The Influence of the Team Climate on Team Innovation performance: An Empirical Study Based on Chinese High Technology Innovation Teams

Zheng

Zhu

Yang

2010

2010 3rd International Conference on Information Management, Innovation Management and Industrial Engineering

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“…Agarwal, DeCarlo and Yyas (1999) and McNeese-Smith (1999b) found that leadership style has positive impact on organisational commitment associated with medical situations. Some empirical studies refer the effect of leadership style and organisational commitment may be influenced on mediated variable.…”

Section: Organisational Commitmentmentioning

confidence: 99%

The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

Chih

Yuan

2009

Total Quality Management & Business Excellence

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This research investigates the relationship between leadership style, total quality management and organisational commitment, as well as the strength of their manifest indicator. Based on recent literatures, this research uses structural equation modelling to develop a framework. Using data collected from 376 total quality management participants in high-tech industries, the empirical results indicate a strong and positive relationship between leadership style, total quality management, and organisational commitment. Moreover, the findings suggest that transformational leadership is better than transactional leadership in leadership style. Furthermore, the importance of total quality management implementation followed by continuous improvement, top management role, customer focus and teamwork; and effort commitment is the most factor of organisational commitment. Finally, total quality management mediates the effects of leadership style on organisational commitment.

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“…In the light of this researches and approaches, the concept of "leader behaviors", which could be measured by some measurement tools like "Leader Behaviors Identification Scale" (Hemphill and Coons, 1957),is associated with several variables including job satisfaction (Wood and Sobel, 1970;Bartolo and Furlonger, 2000), task performance (Fiedler, O'brien and Ilgen, 1969;Vigoda-Gadot, 2007), organizational devotion (Agarwal, DeCarlo and Vyas, 1999;Dale and Fox, 2008), organizational citizenship (Deluga, 1995;Euwema et.al., 2008, citied in Baş, Keskin andMert, 2010).In the leader member interaction model associated with many other variables, the relationship between the leader and his/her inferiors is not homogenous, the relation between each inferior could be different from those with others and for this reason, relevant researches should focus on the interaction between the leaders and his/her inferiors not specifically to the individuals themselves (Graen and Cashman, 1975, Dansereau et. al, 1975citied in Baş, Keskin and Mert, 2010.For this reason, leader and member interaction model does not try to explain the changing quality of leader member relationship and the efficiency of leader (Özutku, Ağca and Cevrioğlu, 2007).…”

mentioning

confidence: 99%

“…The researches could be said to focus generally on some variables including Lmx and work satisfaction (Wood and Sobel, 1970;Bartolo and Furlonger, 2000), task performance (Fiedler, O'brien and Ilgen, 1969;Vigoda-Gadot, 2007), organizational devotion (Agarwal, DeCarlo and Vyas, 1999;Dale and Fox, 2008), organizational citizenship (Deluga, 1995;Euwema et. al., 2008).…”

mentioning

confidence: 99%

The Effect of Leader-Member Exchange (Lmx) on Organizational Cynicism: A Case Study of Hotel Enterprises in Turkey

Çetin¹

2016

jisr

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This research is carried out to analyze the relationship between Lmx and organizational cynicism notions. Although there are a few subjects related to Lmx, organizational cynicism notion hasn't related to Lmx yet. The study aims to fulfill this gap in literature. To diminish organizational cynicism, explicated as employees' negative merged attitudes towards their organization, is crucial for the point of Lmx and the research. For the research, data were collected 385 employees working in four and five-star hotels in Nevşehir in Turkey. While analyzing the data, reliability -validity tests, correlation and regression analysis methods were practiced. At final of the sufficient test levels of reliability and validity tests, there was a negative trend but significant correlation between Lmx and organizational cynicism. While testing hypothesis, Lmx's all dimensions negatively correlated with organizational cynicism's dimensions and it was specified that employees displayed more negative tendency to contribute to their organizations than other dimensions. However organizational cynicism's behavioral and cognitive dimensions didn't affect significant to Lmx's professional respect(esteem) dimension on the other hand, Lmx's impression dimension was affected in low grade with organizational cynicism's emotional dimension.

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Leadership Behavior and Organizational Commitment: A Comparative Study of American and Indian Salespersons

Cited by 64 publications

References 32 publications

The Influence of the Team Climate on Team Innovation performance: An Empirical Study Based on Chinese High Technology Innovation Teams

The Influence of the Team Climate on Team Innovation performance: An Empirical Study Based on Chinese High Technology Innovation Teams

The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

The Effect of Leader-Member Exchange (Lmx) on Organizational Cynicism: A Case Study of Hotel Enterprises in Turkey

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