Transformational Leadership and Organizational Commitment in Teams: The Mediating Roles of Shared Vision and Team-Goal Commitment

Chai, Dae Seok; Hwang, Seog Joo; Joo, Baek Kyoo

doi:10.1002/piq.21244

Cited by 46 publications

(46 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Although they were undertaken in other organizational contexts, they share some common features to the ideas and concepts included in our study. In their study of 455 working teams within the food-service industry in South Korea, Chai et al [39] examined the link between employees' OC, which was de ned as affective commitment (similar to this study), and a concept they described as "shared vision" [39]. The concept of shared vision was de ned as "the collective understanding of an organization's vision, mission and core values among member of a group" [39].…”

Section: Discussionmentioning

confidence: 85%

Promoting organizational vision integration among hospital employees

Slåtten

Lien

Mutonyi

2021

Preprint

View full text Add to dashboard Cite

Background The concept of organizational vision has been little explored within the health-care services research literature. Based on this knowledge gap in the literature, this study examines the factors that potentially promote organizational vision integration (OVI), which refers to the employees’ use of organizational vision as a guiding framework in their respective work roles. The roles of organizational commitment (OC), leadership autonomy support (LAS), and organizational culture on hospital employees’ OVI are examined. Methods Hospital employees participated in a survey. Partial least-squares structural equation modelling was performed using SmartPLS 3 software to test the proposed hypotheses statistically. A bootstrapping test was used to identify the mediating effects. Results The main findings show that: (i) OC is the most powerful factor to promote employees’ OVI (\(\beta\) = 0.26), while organizational culture (represented by the concept of internal market-oriented culture) and LAS showed significantly less and almost equal impact (\(\beta\) = 0.16 and \(\beta\) = 0.15, respectively), respectively, and in total explains 25% of the variance in the concept of OVI; (ii) LAS and organizational culture both significantly contribute to employees’ OC (\(\beta\) = 0.35 and \(\beta\) = 0.29, respectively) and in total explains nearly 40% (\({R}^{2}=0.38)\) of the variance in the concept of OC; (iii) the relationships between organizational culture, LAS, and OVI are mediated through OC; and (iv) LAS mediates the relationships between organizational culture and OVI, and between organizational culture and OC. Conclusions To promote hospital employees’ OVI effectively, hospital managers should especially focus on their employees’ OC. Specifically, they should strengthen their employees’ OC through building a strong employee-focused organizational culture in addition to leaders who practice LAS. This contributes to promoting hospital employees’ OVI.

show abstract

Section: Discussionmentioning

confidence: 85%

Promoting organizational vision integration among hospital employees

Slåtten

Lien

Mutonyi

2021

Preprint

View full text Add to dashboard Cite

show abstract

“…Chai defines commitment as a sustainable set through which individuals direct their behaviors and thoughts in order to achieve their goals. [ 29 ] Agnew believes that commitment defines their domain of behavior, strengthen the formation and orientation of behavior, and prevent the abandonment of action. [ 30 ] Commitment is a pledging and attitudinal factor toward behavioral activities, which leads to acceptance of the role and associated behaviors, and its utmost focus is on behaviors formed in individuals.…”

Section: Discussionmentioning

confidence: 99%

Exploring the consequences of patient commitment to cardiac rehabilitation program: A qualitative study

Sanaie

Kakhki

Ahmadi

2021

J Edu Health Promot

View full text Add to dashboard Cite

BACKGROUND: Commitment to implementing cardiac rehabilitation (CR) plays an important role in managing the problems caused by heart diseases. Commitment to the treatment plan implementation is accompanied by numerous positive consequences. This study was carried out to explain the consequences of commitment to CR. MATERIALS AND METHODS: Data were collected through semi-structured individual interviews with 26 participants (13 CR specialists and 13 patients), using purposeful sampling. Interview questions focused on the factors influencing the formation of commitment to the CR and its consequences. Conventional content analysis with Graneheim and Lundman's approach was used to analyze the data. To obtain data trustworthiness, Lincoln and Guba's criteria were used. RESULTS: The findings were classified in three categories: purposeful of a purposeful behavior structure (sense of controlling and managing the condition, sense of responsibility, sense of security), formation of active performance structure (interaction between the patient-family-treatment team, stabilization of behavior and prevention of intermittent behavior, no cessation of the treatment plan and adherence to it, directing behaviors and adaptation to conditions) and achieving dynamic and effective care (active follow-up of the treatment plan, sense of satisfaction, reduced readmission, reduced costs, improved quality of life, reduced anxiety and concerns about treatment failure, increased self-care ability). CONCLUSION: The results show that the patient's commitment to CR is accompanied by optimal consequences. The results of this study can help design the training plan for the CR staff and develop the clinical practice guidelines to provide educational-care approaches to patients to reinforce their commitment.

show abstract

“…Korean collective culture emphasizes the role of senior leaders in the hierarchical organizational structure because the leaders influence employees’ behavior and articulate a clear vision to prepare employees for any unexpected situation (Shin and Zhou ; Yang ). Previous Korean studies have also emphasized that leaders’ behavior and styles influence employee performance (Chai, Hwang and Joo ; Joo ). Considering the significant impact of leaders on employees in the Korean organizations, a greater emphasis on sharing leaders’ vision of talent could be a possible intervention that aligns with the collectivism culture in the Korean context.…”

Section: Discussionmentioning

confidence: 99%

Organizational culture, leaders’ vision of talent, and HR functions on career changers’ commitment: the moderating effect of training in South Korea

Park

Kim

2018

Asia Pac J Human Res

View full text Add to dashboard Cite

The purpose of this study was to examine the relationships among organizational culture, leaders’ vision of talent, HR functions, training, and organizational commitment of employees who have experienced a career change. A total of 484 responses were analyzed using structural equation modeling based on data obtained from the Human Capital Corporate Panel (HCCP) survey in South Korea. The findings indicated that organizational culture positively influenced HR functions and organizational commitment. Additionally, HR functions directly affected organizational commitment while the leaders’ vision of talent indirectly affected their organizational commitment via HR functions. Furthermore, training practices positively moderated the relationship between HR functions and organizational commitment. Discussion, implications, and recommendations are elaborated.

show abstract

Transformational Leadership and Organizational Commitment in Teams: The Mediating Roles of Shared Vision and Team-Goal Commitment

Cited by 46 publications

References 47 publications

Promoting organizational vision integration among hospital employees

Promoting organizational vision integration among hospital employees

Exploring the consequences of patient commitment to cardiac rehabilitation program: A qualitative study

Organizational culture, leaders’ vision of talent, and HR functions on career changers’ commitment: the moderating effect of training in South Korea

Contact Info

Product

Resources

About