Transformational leadership, transactional leadership, and affective organizational commitment: a closer look at their relationships in two distinct national contexts

This study compared the relationship between leadership style and affective organizational commitment (AOC) for Korean and U.S. employees, based on path-goal leadership theory and culturally endorsed implicit leadership theory. The results showed that the positive relationship between transformation...

Full description

Saved in:
Bibliographic Details
Published in:Asian business & management 2019-07, Vol.18 (3), p.187-210
Main Authors: Cho, Youngsam, Shin, Mannsoo, Billing, Tejinder K., Bhagat, Rabi S.
Format: Article
Language:English
Subjects:
Asian Culture
Business and Management
Corporate culture
Cross cultural studies
Employees
International Business
Leadership
Leadership style
Organizational behavior
Organizational commitment
Original Article
Transformational leadership
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:This study compared the relationship between leadership style and affective organizational commitment (AOC) for Korean and U.S. employees, based on path-goal leadership theory and culturally endorsed implicit leadership theory. The results showed that the positive relationship between transformational leadership and AOC was stronger for U.S. employees than their Korean counterparts, whereas transactional leadership was positively related to AOC only for Korean employees. Also, we tested Bass’s (Leadership and performance beyond expectations, Free Press, New York, 1985) augmentation effect and House’s (Leadersh Q 7(3):323–352, 1996) negative moderating effect of the two leadership styles. Interestingly, our results differed from theirs in this cross-national context. The findings provide important theoretical and managerial implications.
ISSN:1472-4782
1476-9328
DOI:10.1057/s41291-019-00059-1