The Influence of Leadership Behaviors on Organizational Commitment-Investigating the Mediating Role of Leadership Effectiveness and the Moderating Role of Power Distance
|Keywords:||轉換型領導;被動迴避型領導;領導效能;權力距離;組織承諾;Transformational Leadership;Passive-Avoidant leadership;Leadership Effectiveness;Power Distance;Organizational Commitment|
The purpose of this study is to investigate the relationships between leadership behaviors and organizational commitment and the mediating role of leadership effectiveness as well as the moderating role of power distance on these relationships. Specifically, the current study included two types of leadership behaviors: (a) transformational leadership and (b) passive-avoidant leadership. There are two purposes of the current study: first, this study examined the influences of transformational leadership and passive-avoidant on organizational commitment and the mediating effect of leadership effectiveness. Second, the current study tested the moderating effect of power distance on the relationship between leadership behavior and organizational commitment. The participants included two sources: (a) subordinates who has served more than one year in the current department and (b) their supervisor. The results showed that: first, transformational leadership is positively related to organizational commitment. Second, passive-avoidant leadership is positively related to organizational commitment. Third, leadership effectiveness fully mediated the relationship between transformational leadership and organizational commitment. Fourth, leadership effectiveness fully mediated the relationship between passive-avoidant leadership and organizational commitment. Lastly, the influence of transformational leadership on organizational commitment became more positive when distance power was low compared to when distance power was high.
|Appears in Collections:||Thesis|