Transformational leadership and affective organizational commitment: mediating roles of perceived social responsibility and organizational identification

Abstract

Purpose The purpose of this research was to examine the mediating roles of staff-level employee perceptions of corporate social responsibility (PCSR) and organizational identification in the relationship between transformational leadership and affective organizational commitment. Design/methodology/approach A survey was administered to staff-level employees of private sector companies through social media groups comprising members of the alumni associations of two universities in the northeast of America. A total of 218 responses were received, and the data were analyzed using a serial multiple mediator model. Findings The research indicates that transformational leadership helps staff-level employees perceive the organization as socially considerate, which in turn adds to their feelings of identification and commitment to the organization. Perceived corporate social responsibility and organizational identification do mediate the relationship between transformational leadership and affective organizational commitment. Leader development programs should consider emphasizing transformational leadership to achieve a win for both organizations and society. Originality/value This study adds empirical evidence to understand the linkage between transformational leadership and PCSR in staff-level employees. The research provides insight into how leaders can be responsive to stakeholder demands through transformational leadership, how PCSR is engendered at the staff-level, how staff-level employee PCSR contributes organizational value and how PSCR and organizational identification partly explain how transformational leadership effects affective organizational commitment.

Kepemimpinan Transformasional, Kepuasan Kerja, Dan Komitmen Afektif Pada Karyawan Perusahaan Bidang Konstruksi Milik Pemerintah Di Medan

“…Ini berarti H2 juga dapat dibuktikan melalui penelitian ini. Hasil yang diperoleh sama dengan penelitian dari Korea Selatan (Kim, 2013;Kim, 2012), Amerika Serikat (Ennis et al, 2016;Allen et al, 2017), Indonesia (Giovanita & Mangundjaya, 2017), Afrika Selatan (Dlamini et al, 2017), Kanada (Ramachandran & Krishnan, 2009), dan Belanda (Ashikali & Groeneveld, 2015). Bahkan nilai korelasi dari penelitian ini merupakan yang tertinggi (0.690) dibandingkan dengan rata-rata korelasi dari hasil penelitian sebelumnya (0.393).…”

The theory of planned behaviour and transformational leadership: an examination of corporate philanthropy among SMEs in Malaysia

“…In addition, a recent trend in CSR research has begun to focus on the role of leadership in selecting and implementing such organisational practices. The extant literature presents substantial evidence that transformational leadership (TL) styles and CSR activities can play a significant role (Allen et al, 2017;Besieux et al, 2015;de Ruiter et al, 2018;Groves, 2014).…”

“…TL is one of the most popular theories in the leadership area (Masa'deh et al, 2016). TL delivers an effective framework for responding to increased demands for CSR while also contributing to the high-value organisational outcomes of organisational identification and organisational commitment (Allen et al, 2017). TL has been found to have an important influence on innovation, leading to increased goal-directed behaviour on the part of followers, promoting organisational change, and a spirit of trust, and helping followers to exceed their performance expectations (Al-Husseini and Elbeltagi, 2016).…”

“…A number of studies that tested the established link between TL and leadership performance outcomes can be explained by the belief of followers' concerning the importance of CSR (Allen et al, 2017;Groves, 2014;Groves and LaRocca, 2012;Waldman et al, 2006b). However, in its most wide-ranging logic, philanthropy includes behaviours and actions that are appearances of a voluntary commitment to the well-being of others (Feliu and Botero, 2016;Schuyt, 2010).…”

The Quintessence of Organizational Commitment and Organizational Cynicism

“…The importance of leaders' support is also emphasised by K. A. Scott and D. Zweig (2016). In addition, one type of leadership is distinguished: transformational leadership, which has a positive effect on affective and normative commitment (Allen et al, 2017). Strong and positive relation between transformational leadership and affective commitment is formed on the basis of motivating employees through emotions, the leader's persuasive vision for employees to work together for the sake of the collective.…”