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dc.contributor.authorKim, M
dc.contributor.authorBeehr, TA
dc.date.accessioned2019-10-22T01:06:21Z
dc.date.available2019-10-22T01:06:21Z
dc.date.issued2018
dc.identifier.issn0958-5192
dc.identifier.doi10.1080/09585192.2018.1424017
dc.identifier.urihttp://hdl.handle.net/10072/388516
dc.description.abstractThis study tested a mediation model in which empowering leadership was negatively related to three withdrawal behaviors: lateness, absenteeism, and turnover intention, with affective organizational commitment as a mediator. With 294 full-time US employees, results from structural equation modeling indicated that empowering leader behaviors at one time were positively related to estimates of affective organizational commitment at a second time, which in turn was negatively related to absenteeism and turnover intention at a final time. Additionally, no significant direct effect was found between empowering leadership and withdrawal behaviors, further supporting the mediation model. However, neither empowering leadership nor affective commitment influenced followers’ lateness. Empowering leadership, which provides employees with autonomy and developmental support, may have a favorable effect on employees’ decisions to attend and stay in the organization, as well as their affective reaction to the organization in the form of psychological commitment. This study extended prior research models by examining a full range of withdrawal behaviors in relation to empowering leadership and showed that commitment may explain why empowering leader behaviors can affect employees’ retention decisions.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherInforma UK Limited
dc.relation.ispartofjournalThe International Journal of Human Resource Management
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchPolicy and Administration
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1505
dc.subject.fieldofresearchcode1605
dc.titleEmpowering leadership: leading people to be present through affective organizational commitment?
dc.typeJournal article
dc.type.descriptionC1 - Articles
dcterms.bibliographicCitationKim, M; Beehr, TA, Empowering leadership: leading people to be present through affective organizational commitment?, The International Journal of Human Resource Management
dc.date.updated2019-10-18T00:38:10Z
dc.description.versionAccepted Manuscript (AM)
gro.description.notepublicThis publication has been entered into Griffith Research Online as an Advanced Online Version.
gro.rights.copyright© 2018 Taylor & Francis (Routledge). This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 07 Jan 2018, available online: https://doi.org/10.1080/09585192.2018.1424017
gro.hasfulltextFull Text
gro.griffith.authorKim, Minseo


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