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    Leadership, commitment, and culture: A meta-analysis

    Access Status
    Fulltext not available
    Authors
    Jackson, T.
    Meyer, John
    Wang, X.
    Date
    2013
    Type
    Journal Article
    
    Metadata
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    Citation
    Jackson, T. and Meyer, J. and Wang, X. 2013. Leadership, commitment, and culture: A meta-analysis. Journal of Leadership and Organizational Studies. 20 (1): pp. 84-106.
    Source Title
    Journal of Leadership and Organizational Studies
    DOI
    10.1177/1548051812466919
    ISSN
    1548-0518
    School
    School of Management
    URI
    http://hdl.handle.net/20.500.11937/34668
    Collection
    • Curtin Research Publications
    Abstract

    The 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; ρ = .451, k = 116) and normative commitment (NC; ρ = .337, k = 30), while contingent reward and management-by-exception (active) were positively related to AC (ρ = .369, k = 51 and ρ = .083, k = 25, respectively). Laissez faire leadership was negatively related to AC (ρ = −.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.

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