Organizational commitment in the context of multinational corporations: a critical review and directions for future research

Linkages of organizational commitment and leadership styles: a systematic review

Purpose

This paper aims to examine how the linkages between organizational commitment (OC) and five leadership styles, namely, authentic leadership, benevolent leadership, ethical leadership, moral leadership and spiritual leadership, have been investigated in the literature.

Design/methodology/approach

This systematic literature review applies a matrix method to examine the significant literature in leadership and OC, specifically considering themes of self-development, self-awareness, self-regulation, self-discipline and self-motivation necessary for individuals and organizations. The papers from Australian Business Deans Council, Scopus and Web of Science listed journals were reviewed. Forty-three peer-reviewed English publications from 20 journals were selected and analysed.

Findings

The synthesis of these empirical studies revealed that the relationship between OC and these leadership styles had primarily been mostly quantitatively investigated in many countries and sectors. Additionally, ethical leadership remains the most commonly researched style. Furthermore, there are mediating mechanisms and boundary conditions in the relationship between these styles and OC.

Research limitations/implications

The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may not have been included. Additional qualitative studies based on these linkage themes need to be conducted in human resource development (HRD) contexts.

Practical implications

This review offers an overall picture of the existing knowledge of OC and leadership that will be fruitful for HRD practitioners to understand and replicate these concepts.

Originality/value

There are few systematic literature reviews on the relationship between OC and leadership styles. This paper is among the first systematic reviews to analyse how leadership has been associated with OC and provides potential research directions. HRD practitioners and academia should find the results of this study helpful.

Abusive supervision and job outcomes: a moderated mediation model

Purpose

This study examined the link between abusive supervision and subordinates’ turnover intentions via job dissatisfaction. In addition, this study examined the moderating effect of continuance commitment in this process.

Design/methodology/approach

The authors collected three-wave time lagged data (N = 190) from the hospitality industry in China.

Findings

The analysis showed that abusive supervision predicts subordinates’ turnover intentions both directly and indirectly via job dissatisfaction. Moreover, continuance commitment was considered to be a boundary condition such that the mediated link was weaker when higher levels of continuance commitment were present.

Practical implications

This study explains how and when abusive supervision leads to turnover intentions in the hospitality industry. This study also helps hospitality managers to understand the abusive supervision prevalence and provide interventions that can reduce detrimental effects of abusive supervision in hospitality organizations.

Originality/value

Prior research examining the influence of supervisor abuse in hospitality organizations was scant. To bridge this noteworthy gap, this study examined the influence of abusive supervision in Chinese hospitality organizations. This study also discussed the theoretical and practical implications for the hospitality industry.