Saturday, May 23, 2020

Transformational Leadership and Affective Commitment to...

Transformational Leadership and Affective Commitment to Change There has been extensive interest in transformational leadership behaviours among leaders of organizations (OregBerson, 2011).Transformational leaders tend to have certain skills and competences such as integrity, motivation, drive, emotional intelligence, self-confidence, intelligence and knowledge of the business. These are the necessary skills to get employees involved and committed to the change process (Santhidran, Chandran Borromeo, 2013). The relationship between a transformational leadership style and affective commitment to change is the main effect being studied in this paper. The focus is on the influence of a transformational leader (i.e. the traits that a†¦show more content†¦Commitment to change represents an individual’s degree of support for change events. (Herscovitch Meyer, 2002). This definition is consistent with other research that conceives commitment as the adhesive element between employees and employer objectives during organizational change (Conner, 1992). Commitment to change has implications for important outcomes, such as turnover, performance, attendance, and organizational citizenship behaviours (FugateKinicki, 2008). Herscovitch and Meyer (2002) examined that commitment to change consists of three individual facets; affective, continuance, and normative. Which, respectively, distinguish between the people that ‘want’, ‘need’, and ‘should’ support organizational change events.Thus, if an employee is affectively committed to change the employee has an actual desire to support organizational changes. The term affective is more than mere compliance of the changes. It also embodies authentic attention and effort related to the changes (Fugate Kinicki, 2008 ). A transformational leadership style focusses on getting employees more involved with the organization, the employees automatically feel a stronger link, bond or connection with the organization, this is called affective commitment (Mathieu Zajac, 1990). When an employee is affectively committed to an organization and can identify with its values and goals, they are more likely to engage in a set of behaviours that are advantageous for theShow MoreRelatedAs Pointed Out By Keskes I. (2014), Fundamentally, The1000 Words   |  4 PagesKeskes I. (2014), fundamentally, the empirical and meta-analytic studies suggest that subordinates working with transformational leaders are more committed to their organizations and demonstrate fewer withdrawal behaviours (Bono Judge, 2003). Besides, Bass and Avolio (2004) maintain that transformational leaders perceive the strategic goals of the organization. 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