There are no items in your cart
Add More
Add More
| Item Details | Price | ||
|---|---|---|---|
The study addresses the relatively underexplored realm of benevolent leadership as a contemporary leadership approach. To address this gap, the research aims to accomplish two primary objectives. Firstly, it seeks to identify and evaluate the relationship between benevolent leadership and employees' affective commitment within the specific context of Polish organizations. Secondly, the study examines the collective impact of all constructs of benevolent leadership on affective commitment. Data from 415 employees in various companies form the basis of this investigation. Employing structural equation models (SEMs), the study delves into the relationships. The outcomes indicate a positive association between benevolent leadership and affective commitment. Notably, supervisors displaying higher benevolent leadership qualities elicit greater commitment from employees. All dimensions of benevolent leadership exhibit positive correlations with affective commitment, with the "community dimension" demonstrating the strongest link. Moreover, the analysis reveals a positive interrelation among all the examined dimensions, suggesting that leaders displaying one aspect of benevolent leadership tend to exhibit others as well. This research fills a crucial gap in the understanding of contemporary leadership dynamics and their impact on employee commitment within Polish organizations.
The study's methodology employs an innovative and comprehensive approach to investigate the correlation between benevolent leadership and employees' affective commitment. Departing from conventional methods, the research directly gathers employee evaluations of leader benevolence, endorsed by the creator of the Benevolent Leadership Scale (BLS), Fahri Karakas.
In participant recruitment, over 2,000 employees potentially working under benevolent leaders were engaged through surveys distributed to companies listed in the Polish Ranking of Responsible Companies 2019. The resulting diverse sample of 415 employees confirmed their supervisors' benevolence, spanning various sectors, industries, and organizational sizes.
Ethical considerations were paramount, with approval from the Scientific Research Ethics Committee, written consent from company managements, and participant anonymity preservation.
The methodology employed established measurement scales for affective commitment (Meyer and Allen scale) and benevolent leadership (BLS). Notably, leader benevolence was evaluated from employees' perspective, providing unique insights.
The analytical process encompassed correlation assessments, reliability evaluations, confirmatory factor analysis, and structural equation modeling. Software tools such as SPSS and AMOS ensured precision. Bootstrap analysis with 5,000 samples validated reliability.
In essence, this methodology amalgamates established tools with innovation, capturing the intricate interplay between leadership style and commitment. Meticulous adherence to ethics and depth of analysis underscore its profound contribution to understanding benevolent leadership's impact within the Polish organizational context.
The study's key findings reveal a robust positive correlation between benevolent leadership and employees' affective commitment. This alignment supports prior research suggesting that leadership style significantly influences employee commitment. The study's unique approach, assessing leader benevolence from the employees' perspective rather than relying on managers' evaluations, emphasizes the authenticity of this relationship.
The study's results are consistent with established psychological theories such as social exchange theory and the norm of reciprocity. These theories propose that employees reciprocate the benevolent behaviors of their leaders with emotional attachment to the organization. The study's focus on the dimensions of benevolent leadership—morality, spirituality, vitality, and community—further demonstrates their positive influence on affective commitment.
Notably, the community dimension emerged as a particularly significant driver of affective commitment, underscoring the importance of leaders engaging in activities that benefit the wider community. The study also suggests the potential impact of cultural context on the perception and demonstration of benevolence by leaders, pointing to the need for cross-cultural analyses.
The dimensions of benevolent leadership contribute to a stronger emotional attachment, underscoring the significance of ethical decision-making, concern for well-being, organizational change, and community engagement. These insights hold implications for organizations seeking to enhance employee commitment by nurturing a culture of benevolent leadership.
In response to the evolving landscape of sustainable economic development, organizations are increasingly embracing benevolent leadership as a powerful tool. Benevolent leaders, embodying ethics, spirituality, and transformation, resonate positively with affective commitment among employees. This correlation emphasizes that employees tend to mirror benevolent behaviors, fostering emotional bonds and long-term commitment to the organization. The significance of affective commitment highlights the need to cultivate benevolent leadership. Organizations can achieve this by aligning their human resources policies to identify, nurture, and support potential leaders with benevolent tendencies. From recruitment to development, organizations can cultivate a cadre of leaders who drive positive change and uphold societal responsibilities. The study's contributions are multifaceted: it establishes the relevance of benevolent leadership across cultures, examines its impact on affective commitment, aligns with social exchange and LMX theories, and reinforces the concept of a psychological contract between leaders and subordinates.
This study brings to light key insights into the dynamics of leadership and its influence on organizational commitment.
Firstly, the concept of benevolent leadership emerges as a response to contemporary challenges, emphasizing ethical, spiritual, and transformational qualities. This aligns with the broader shift towards a more socially responsible approach to organizational success.
The study's examination of the relationship between benevolent leadership and affective commitment reveals that leaders embodying these qualities can inspire similar behaviors among employees. This reciprocity fosters emotional attachment and commitment, providing new perspectives on the impact of leadership style.
the study stresses the importance of nurturing benevolent leadership not only in top management but also in emerging leaders. This strategy can create a ripple effect of positive outcomes throughout the organization.
Affective commitment significance in driving positive organizational outcomes is underscored. Emotionally connected employees tend to display pro-social behaviors and increased productivity, highlighting the importance of fostering emotional bonds within organizations.
The study's approach of evaluating leader benevolence from the perspective of subordinates adds depth to leadership assessment. This unique method offers an authentic understanding of leader behavior, departing from conventional self-assessment.
Benevolent leadership emerges as a pathway to fostering positive organizational outcomes while aligning with social responsibility. The findings accentuate the role of leadership in shaping employees' emotional connection to the workplace and advocate for the promotion of benevolent leadership for enhanced employee engagement and commitment.
Grego-Planer D. (2022). The relationship between benevolent leadership and affective commitment from an employee perspective. PloS one, 17(3), e0264142. https://doi.org/10.1371/journal.pone.0264142
SUHAID HUSSAIN
CONSULTANT PSYCHOLOGIST ‖ ORGANISATIONAL DEVELOPMENT
Launch your Graphy