The effects of transformational leadership on teacher attitudes and student performance in Singapore

Transformational leadership theory was examined in 89 schools in Singapore using a split sample technique (N = 846 teachers). The study sought to examine the influence of transformational leader behavior by school principals as it related to organizational commitment, organizational citizenship behavior, teacher satisfaction with leader, and student academic performance. Attitudinal and behavioral data were collected from both teachers and principals; student academic performance was collected from school records. School level analyses showed that transformational leadership had significant add-on effects to transactional leadership in the prediction of organizational commitment, organizational citizenship behavior, and teacher satisfaction. Moreover, transformational leadership was found to have indirect effects on student academic achievement. Finally, it was found that transactional leadership had little add-on effect on transformational leadership in predicting outcomes. Implications and directions for future research are discussed.     

A test of job security's direct and mediated effects on withdrawal cognitions

Two field studies were undertaken to investigate the nature of the relationships between job security, job satisfaction, organizational commitment, and withdrawal cognitions. Study 1 was conducted in an organization immediately following its acquisition by another company (N=137). Study 2 was conducted in an organization that had experienced a number of layoffs and expected more in the future (N=188). Covariance structure analysis was used to test for direct, complete mediating, and partial mediating effects. Study 2 was used to cross-validate the findings from study 1. Results from both studies provide strong support for the proposition that job satisfaction and organizational commitment mediate the effects of job security on withdrawal cognitions. The two studies diverge when explicating the nature of the relations between job security, satisfaction, and commitment. Study 1 suggests job satisfaction completely mediates the effects of job security on commitment. Study 2 suggests that both satisfaction and commitment mediate the relationship between job security and withdrawal cognitions. Contextual differences that may have contributed to these findings are discussed. © 1997 by John Wiley & Sons, Ltd.     

Religion and attitudes toward work: A new look at an old question

This study examined the relationship of specific religions and degree of religious beliefs to various job-related attitudes and values such as motivational needs, job satisfaction, work ethic, and work, job and organizational commitment. Subjects were 222(107 male, 115 female) managerial and non-managerial workers in the Rocky Mountain area. Results showed no significant correlations between work-related altitudes and specific religious affiliation or degree of religious conviction. However, religious conviction was significantly finked to organizational rank, with non-managerial employees reporting a higher degree of religious conviction than managerial employees. Protestant workers scored higher in Protestant Work Ethic than did non-Protestants and persons with no religious affiliation had higher need for Power than Protestants, Catholics or affiliates of Eastern religions.     

How do transformational leaders foster positive employee outcomes? A self‐determination‐based analysis of employees' needs as mediating links

Although followers' needs are a central aspect of transformational leadership theory, little is known about their role as mediating mechanisms for this leadership style. The present research thus seeks to integrate and extend theorizing on transformational leadership and self‐determination. In particular, we propose that the satisfaction of followers' basic needs (autonomy, competence, and relatedness) mediates the relationship between transformational leadership and employee outcomes (job satisfaction, self‐efficacy, and commitment to the leader). We tested this model in two studies involving employees from a broad spectrum of organizations in Germany (N = 410) and in Switzerland (N = 442). Results revealed largely consistent patterns across both studies. The need for competence fulfillment solely mediated the link between transformational leadership and occupational self‐efficacy; the need for relatedness fulfillment solely mediated the link between transformational leadership and commitment to the leader. The mediating pattern for the link between transformational leadership and job satisfaction varied slightly across studies. In Study 1, only the need for autonomy fulfillment was a significant mediator, whereas in Study 2, all three needs mediated this relationship. Taken together, our study integrates theorizing on transformational leadership and self‐determination by corroborating that need fulfillment indeed is a central mechanism behind transformational leadership. Copyright © 2012 John Wiley & Sons, Ltd.     

Leadership self‐efficacy and managers' motivation for leading change

This study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self‐efficacy (LSE) is defined, and a measure comprising three dimensions (direction‐setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by direct reports as engaging in more leadership attempts. Relationships are also proposed between LSE and several factors that are expected to influence this confidence judgment. Managers' organizational commitment and crisis perceptions are modelled as potential moderators of the relationship between LSE and leadership attempts. The model was tested through surveys distributed to managers (n = 150) and their direct reports (n = 415) in a real estate management company and an industrial chemicals firm. Positive relationships (p < 0.05) were found between the first two dimensions of LSE and managers' leadership attempts. An interaction effect involving organizational commitment was discovered for the LSE/overcoming obstacles dimension (p < 0.05). Several positive relationships were found between LSE dimensions and proposed antecedents, including self‐esteem (p < 0.05), subordinates' performance abilities (p < 0.05), and managers' job autonomy (p < 0.05). Copyright © 2002 John Wiley & Sons, Ltd.     

Implications of job insecurity perceptions and job insecurity responses for psychological well-being,turnover intentions and reported risk behavior

This study aimed to test whether cognitively appraised level of job insecurity (job insecurity perceptions) and evaluative responses to a perceived level of job insecurity (job insecurity dissatisfaction and job insecurity behaviors) could relate differently to employee mental well-being, turnover intentions and on-the-job risk behavior. The significance of demographic characteristics (gender and age) as well as the implications of attitudinal variables (job satisfaction, job motivation and organizational commitment) and for the dependent variables was taken into account. Based on data from a self-completion questionnaire survey carried out among a representative sample of the Norwegian adult population (N = 260) results indicated that only job insecurity behaviors were indirectly related to turnover intentions and risk behavior via their impact on psychological well-being. The relative importance of the job insecurity dimensions for the dependent variables are discussed, as well as theoretical and practical implications.     

Not all is fair in love and work: coworkers' preferences for and responses to managerial interventions regarding workplace romances

This article proposes a model of coworkers' preferences for and responses to managerial interventions regarding workplace romances (WRs). Specifically, the model examines the antecedents of coworkers' preferences for managerial intervention in WRs and the consequences of whether their preferred intervention is congruent with the actual managerial intervention. According to the model, coworkers' preferences for managerial intervention are influenced by their perceptions of the impact of the WR on the work environment, including perceptions of whether it represents a conflict of interest for the two participants and whether it disrupts the functioning of the work group. These perceptions are affected by factors pertaining to the romance itself, the coworkers themselves, and the organizational context in which the romance occurs. Next, consistent with the organizational justice literature, we propose that coworkers will evaluate the distributive and procedural justice of the managerial intervention according to (a) the congruence between the severity of their preferred managerial action and the severity of the actual managerial action and (b) the congruence between their beliefs about a just process for managerial decision making about WRs and the actual process. Finally, we propose that coworkers who perceive the managerial intervention process and outcomes as unjust will exhibit negative work‐related attitudes (e.g., decreased job satisfaction and organizational commitment) and behavior (e.g., decreased productivity and organizational citizenship behaviors). Implications of the model for future research and organizational practice are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Underemployment,job attitudes,and turnover intentions

We surveyed three distinct samples of employees (Ns of 238, 102, and 981) in order to examine relations among various types of underemployment, job satisfaction, organizational commitment, and turnover intentions. Each dimension of underemployment is explored as a case of poor person‐job fit, and the fit literature is used to produce hypotheses about these relations. We also developed and validated the 9‐item Scale of Perceived Overqualification (SPOQ) to tap employee perceptions of surplus education, experience, and KSAs (knowledge, skills, and abilities). In general, perceptions of underemployment were associated with poor job satisfaction, particularly for facets with a direct causal relationship with the specific dimension of underemployment, such as overqualification and satisfaction with work. Perceived overqualification was also related to lower affective commitment, and higher intentions to turnover. For part‐time work, negative attitudes were only found when employees expressed a preference for full‐time work; a similar trend was not found for temporary workers, however. Implications for theory, research, and practice are delineated. Copyright © 2006 John Wiley & Sons, Ltd.     

Redesigning computer call center work: a longitudinal field experiment

Computer technology call centers provide technical assistance to customers via the telephone to solve computer hardware and software problems. The simultaneous demands for technical and customer service skills often place strain on call center employees, frequently producing poor job attitudes. We utilized a field experiment (N = 149) with a randomly assigned pretest–posttest and control group design to compare three interventions' effectiveness on employee job attitudes in a computer technology call center: Intervention 1 focused on aligning organizational structures; Intervention 2 focused on increasing employee involvement in work processes (high‐involvement); and Intervention 3 implemented autonomous work teams. We found that high‐involvement work processes produced the most potent effects on job satisfaction and organizational commitment attitudes, as well as on performance (i.e., improved customer satisfaction scores, increased closed problems, reduced problems escalated, and fewer repeat calls). Further, we found that group work preference moderated the results between the group‐oriented interventions and employees' job satisfaction. Under high involvement and in autonomous work teams, high preferences for group work resulted in greater job satisfaction than when employees had lower preferences for group work. However, preferences for group work were not associated with increased organizational commitment in either intervention. Copyright © 2004 John Wiley & Sons, Ltd.     

Psychological ownership and feelings of possession: three field studies predicting employee attitudes and organizational citizenship behavior

An increasing number of scholars and practitioners have emphasized the importance of ‘feelings of ownership’ for the organization (even when employees are not legal owners). In this exploratory study, we examine the relationships of psychological ownership with work attitudes and work behaviors. We start by developing hypotheses based on the psychology of possession and psychological ownership literatures. We then test these hypotheses with data from three field samples, using responses from over 800 employees, as well as manager and peer observations of employee behavior. Results demonstrate positive links between psychological ownership for the organization and employee attitudes (organizational commitment, job satisfaction, organization‐based self‐esteem), and work behavior (performance and organizational citizenship). More important, psychological ownership increased explained variance in organization‐based self‐esteem and organizational citizenship behavior (both peer and supervisor observations of citizenship), over and above the effects of job satisfaction and organizational commitment. Contrary to prior theoretical work on psychological ownership, results, however, fail to show an incremental value of psychological ownership in predicting employee performance. Copyright © 2004 John Wiley & Sons, Ltd.     

Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees

INTRODUCTION: Employee perceptions of management commitment to safety are known to influence important safety-related outcomes. However, little work has been conducted to explore non-safety-related outcomes resulting from a commitment to safety. METHOD: Employee-level outcomes critical to the effective functioning of an organization, including attitudes such as job satisfaction and commitment to the organization, were included on surveys given to 641 hourly production employees at three wood products manufacturing facilities. Participants' were asked about perceptions of management commitment to safety and job-related variables such as perceived dangerousness of their position, organizational commitment, and withdrawal behaviors. Supervisors also rated the performance of each of their hourly subordinates. RESULTS: Results suggest that employee outcomes differ based on perceptions of management's commitment to safety. Specifically, management commitment to safety was positively related to job satisfaction, organizational commitment, and job-related performance. We also found a negative relationship between commitment to safety and employee withdrawal behaviors. CONCLUSIONS: Our results suggest that increasing employee perceptions of management's personal concern for employee well-being through a dedication to safety will result in positive outcomes beyond improved safety performance. These results also imply that there is a type of social exchange between employees and management that may affect employees similarly to perceived organizational support. IMPACT ON INDUSTRY: Results further reinforce the value of a commitment to safety by a firm's management. Organizations with a strong commitment to safety may enjoy not only a reduction in safety-related events but also increases in desirable employee attitudes and behaviors.     

A test of a multidimensional model of job insecurity: the case of Israeli teachers

The research reported here adopted a multidimensional approach to studying job insecurity, using Israeli teachers as a case in point. Based on two determinants of job insecurity—unionization and kibbutz affiliation—four distinct employment types were identified: unionized city teachers, unionized kibbutz members, unionized kibbutz hirees, and non-unionized personal contract teachers. The a priori job insecurity status of the four employment types matched the subjective reports of these teachers, supporting the external validity of the job insecurity scale used. The study explored the effect of job insecurity on work attitudes. Results indicated that job insecurity had an adverse effect on organizational commitment, perceived performance, perceived organizational support, intention to quit and resistance to change, supporting predictions in related literature. The results of this study have implications on the management of job insecurity in changing environments.     

Transformational and passive leadership as cross-level moderators of the relationships between safety knowledge,safety motivation,and safety participation

IntroductionWhile safety knowledge and safety motivation are well-established predictors of safety participation, less is known about the impact of leadership styles on these relationships.MethodThe purpose of the current study was to examine whether the positive relationships between safety knowledge and motivation and safety participation are contingent on transformational and passive forms of safety leadership.ResultsUsing multilevel modeling with a sample of 171 employees nested in 40 workgroups, we found that transformational safety leadership strengthened the safety knowledge–participation relationship, whereas passive leadership weakened the safety motivation–participation relationship.ConclusionsUnder low transformational leadership, safety motivation was not related to safety participation; under high passive leadership, safety knowledge was not related to safety participation.Practical ApplicationsThese results are discussed in light of organizational efforts to increase safety-related citizenship behaviors.     

Relationships of gender,family responsibility and flexible work hours to organizational commitment and job satisfaction

Psychological contract theory (Rousseau, 1995) suggests that women and those with family responsibilities may negotiate new psychological contracts that include family-responsive benefits such as flexible work hours. Relationships of gender, family responsibility, and flexible work hours to organizational commitment and job satisfaction were examined among 160 matched male and female managers in a cross-organizational study. Results revealed that women who perceived their organizations offered flexible work hours reported higher levels of organizational commitment and job satisfaction than women who did not. Also, flexible work hours were related to higher organizational commitment and job satisfaction for those having family responsibilities. Implications of these results for future research and organizational policy are discussed. © 1997 by John Wiley & Sons, Ltd.     

The moderating effects of political skill on the perceived politics–outcome relationships

Previous research has established that perceptions of organizational politics are associated with negative organizational outcomes. However, this may not hold true for all individuals. We offer subordinate and supervisor political skill, the ability to understand interactions at work and to use that understanding to effectively influence others, as possible moderators. Specifically, this study investigates the impact of both employees' self‐rated political skill and their managers' political skill on job satisfaction, job performance, and manager‐rated commitment. We examined these relationships in an organizational sample of 106 matched dyadic pairs and found mixed support for the joint moderating effect of self and manager political skill on the politics perceptions‐outcome relationships. Strengths, limitations, and directions for future research are discussed. Copyright © 2010 John Wiley & Sons, Ltd.     

An assessment of safety climate,job satisfaction and turnover intention relationships using a national sample of workers from the USA

The association between safety climate, job satisfaction and turnover intention has not been thoroughly researched. This research is needed so that safety researchers and practitioners can begin to delineate the impact of safety on organizational and business outcomes. A path analysis was completed using data from a national sample of workers from the USA (n?=?1525). The overall fit of the model was excellent and analyses determined that both training and resource adequacy positively affected safety climate and job satisfaction. Safety climate also positively influenced job satisfaction. Both safety climate and job satisfaction were negatively associated with respondents’ turnover intention. In the study, the relationship between job satisfaction and turnover intention is reiterated in a sample of workers across many industries. This study is novel because it is one of the first studies to confirm that turnover intention is reduced with increased safety climate in a diverse sample of workers.     

A test of reciprocal causality for absenteeism

The aim of the study was to test reciprocal causality hypotheses for absence, investigating self- and supervisor-attitudes and behaviors as consequences, as well as antecedents of absence. Reciprocal relationships were proposed between absence and each of job satisfaction, performance, training achievement, and supervisory style. Questionnaire data on job satisfaction and supervisory style and organizational data on employee performance and absence were collected at time 1 from the 262 apprentices of an electricity authority and a year later at time 2 from the 241 then employed apprentices. The repeated data collection (n = 200) consisted of the time 1 first, second and third year apprentices, who became the second, third and fourth years at time 2. Causal tests indicated that uncertified frequency absence and time lost, but not certified absence, were more likely to lead to lower job satisfaction, training achievement, and supervisor-rated performance and attendance than the reverse. Supervisory style, especially support, led to less uncertified but not certified absence. Absence did not influence supervisory style. The reasons for the direction of the significant causal effects and the alternative explanations for such effects were discussed.     

Organizational politics and organizational support as predictors of work attitudes,job performance,and organizational citizenship behavior

This study investigated the relationship of organizational politics and organizational support to various work attitudes and behaviors among a field sample of 128 participants. Consistent with our hypothesis, politics and support were related to job satisfaction, commitment, turnover intentions, and supervisor ratings of organizational citizenship behaviors. However, only support was related to job performance. We also examined whether or not organizational politics and organizational support comprise two distinct constructs or one global factor. The evidence here was ambiguous. Fit indices obtained from confirmatory factor analysis suggested that it is more parsimonious to treat politics and support as opposite ends of the same construct, though the two‐factor model did show a slightly better fit. On the other hand, subsequent multiple regression analyses showed that support tended to account for additional criterion variance beyond the effect of politics, implying that there may be some practical utility to retaining politics and support as distinct constructs. Copyright © 1999 John Wiley & Sons, Ltd.     

Safety,reliability and worker satisfaction during organizational change

The research presented in this paper was carried out in four process industry plants in the Netherlands, to identify factors that have the potential to increase safety and reliability while maintaining or improving job satisfaction. The data used were gathered as part of broader trajectories in these firms, aiming at the simultaneous improvement of productivity and safety, while maintaining or improving worker satisfaction. The results show that participative leadership is crucial for combining an increase in safety and reliability with job satisfaction. Participative leadership has a positive effect on job satisfaction and through proper maintenance also on the prevention and absence of disturbances and on the reliability of the production process. The results of this research show the importance of participative leadership for safety, reliability and worker satisfaction, especially during organizational change. Other important factors are operator competences, teamwork, proper handling of variance and disturbances, and proper maintenance. It also confirms that apart from technological factors associated with proper maintenance, people and team related factors are important for increasing safety and reliability in the process industry, especially for being prepared for disturbances and to be able to cope adequately with them.     

A meta-analytic test of the differential pathways linking ethical leadership to normative conduct

We test how ethical leadership influences normatively (in)appropriate work behavior through distinct mediating pathways, including one's exchange relationship with the leader, ethical culture, and identification with the organization. Our study also controls for transformational leadership as a predictor and trust in leader as a nonhypothesized alternative mechanism. We test our hypotheses using meta-analytic structural equation modeling based on our meta-analysis of 301 independent samples (N = 103,354) and relevant meta-analytic correlations reported in previous research. Supporting our prediction, we found that leader–member exchange, which represents social exchange theory, was the most potent mechanism that accounts for the positive relationship between ethical leadership and task performance. In contrast, ethical culture, which assesses a social learning mechanism, is the strongest predictor of counterproductive behavior. In addition, all three hypothesized mediators each contribute to understanding the positive relationship between ethical leadership and organizational citizenship behavior, although the indirect effect via organizational identification was the weakest. The findings hold after controlling for job satisfaction as another mediator parallel to the theoretical ones. Our results contribute to a precise theory about ethical leadership by differentiating the processes through which it affects employee behavior.