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dc.contributor.authorJackson, Timothy A.
dc.contributor.authorMeyer, John P.
dc.contributor.authorWang, Frank
dc.date.accessioned2017-12-02T14:42:55Z
dc.date.available2017-12-02T14:42:55Z
dc.date.issued2013
dc.identifier.doi10.1177/1548051812466919
dc.identifier.urihttp://hdl.handle.net/20.500.12127/4524
dc.description.abstractThe two purposes of this article were to examine the meta-analytic relationships between several well-studied forms of leadership and employee commitment and to test if some of these relationships vary due to societal culture. Transformational/ charismatic leadership was shown to be positively related to affective (AC, ? = .451, k = 116) and normative commitment (NC, ? = .337, k = 30), while contingent reward and management-by-exception (active) were positively related to AC (? = .369, k = 51 and ? = .083, k = 25, respectively). Laissez faire leadership was negatively related to AC (? = ?.296, k = 15). In terms of culture, societal individualism-collectivism did not affect the relationship between transformational/charismatic leadership and AC. In contrast, the relationship between transformational/charismatic leadership and both NC and continuance commitment was stronger in countries that value collectivism. We also found evidence that the relationship between contingent reward and AC was stronger in societies with higher rather than lower levels of power distance/hierarchy. Implications of these findings on the study of leadership, culture, and commitment are discussed.
dc.language.isoen
dc.subjectPeople Management & Leadership
dc.titleLeadership, commitment, and culture: a meta-analysis
dc.identifier.journalJournal of Leadership and Organizational Studies
dc.source.volume20
dc.source.issue1
dc.source.beginpage84
dc.source.endpage106
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typearticleJournal article
vlerick.vlerickdepartmentP&O
dc.identifier.vperid140777
dc.identifier.vperid140931
dc.identifier.vperid133707
dc.identifier.vpubid5390


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