The Journal of psychology
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The Journal of psychology · May 2010
The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors.
Researchers in organizational behavior have long been interested in exploring how employees' perceptions of their leaders influence their work-related thoughts and behaviors. This study tested a meditation model linking leader charisma to organizational citizenship behaviors (OCB) via work engagement. ⋯ Results also indicate a full mediation of leadership's effects on OCB via work engagement. This mediation relation suggests some of the mechanisms of charismatic leadership, and it provides an interesting avenue for future research.
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The Journal of psychology · May 2010
Dimensionality and consequences of employee commitment to supervisors: a two-study examination.
Research on the 3-component model of organizational commitment--affective, normative, and continuance--has suggested that continuance commitment comprises 2 subcomponents, perceived lack of alternatives and sacrifice (e.g., S. J. Jaros, 1997; G. ⋯ Study 1 (N = 317) revealed that the 4 components of commitment to supervisors were distinguishable from the corresponding components of organizational commitment. Study 2 (N = 240) further showed that the 4 components of commitment to supervisors differentially related to intention to leave the supervisor, supervisor-directed negative affect and emotional exhaustion. The authors discuss the implications of these findings for the management of employee commitment in organizations.
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The Journal of psychology · Mar 2010
Organizational strategy and employee outcomes: a person-organization fit perspective.
This study adopted a person-organization fit framework to examine (a) whether employees' perceptions of organizational strategy for adaptation predicted their commitment to their organization and their intentions to stay and (b) whether these 2 relationships were moderated by perceived job alternatives. Support was found for both hypotheses. Specifically, when there are numerous perceived job alternatives, employees who perceive a misfit between their company's strategy and their preferred strategy were less committed to their organization and less likely to stay than their fit counterparts.
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The Journal of psychology · Jan 2010
Leader-member exchange and work-family interactions: the mediating role of self-reported challenge- and hindrance-related stress.
The authors examined the relations among 4 components of the leader-member exchange (LMX) relationship (i.e., contribution, affect, loyalty, and professional respect) and the level of work-family conflict and work-family facilitation that an employee experiences. Further, the authors examined the mediating role of challenge- and hindrance-related self-reported stress on relations. ⋯ Also, results support the mediating role of hindrance-related stress in the relation between (a) the affect and loyalty components of LMX and (b) work-family conflict. The authors discuss the implications and limitations of their findings.
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The Journal of psychology · Dec 2009
Multicenter StudyInterdependence and organizational citizenship behavior: exploring the mediating effect of group cohesion in multilevel analysis.
The authors investigated the mechanism of group cohesion in the relationship between (a) task interdependence and goal interdependence and (b) individuals' organizational citizenship behavior (OCB). The authors adopted a multilevel perspective to facilitate understanding of the complex relations among variables. ⋯ In addition, task interdependence had a greater effect on group cohesion than did goal interdependence. The authors discuss implications and suggestions for future research.