Örgütsel bağlılık üzerinde transformasyonel liderliğin etkisi ile ilgili olarak doğrusal olmayan bir transformasyonel liderlik modeli geliştirdik ve bunu iki alan araştırması ile test ettik. 207 CEOnun doğrudan raporlarından oluşan birinci çalışma; daha az tecrübeli yöneticilerin, CEOları liderlik yeteneklerini daha yüksek düzeyde sergilediklerinde, daha fazla örgütsel bağlılık hissettiklerini diğer taraftan daha tecrübeli yöneticilerin ise, CEOları liderlik yeteneklerini ılımlı seviyelerde sergilediklerinde, en yüksek düzeyde örgütsel bağlılık gösterdiklerini ortaya koymuştur. 178 lider-çalışan eşleşmesini kapsayan daha geniş bir örneklemden oluşan ikinci çalışmada, birinci çalışmadan elde ettiğimiz bulguları çoğalttık fakat ilave olarak rol belirginliğinin transformasyonel liderliğin örgütsel bağlılık üzerindeki etkisine tam manasıyla aracılık (mediator) ettiğini gösteren kanıtlar bulduk. Yapılan ilave analiz, görevle ilgili bilgi detayının bağlılık için bir aracı olmadığını ancak yönetici tarafından değerlendirilen çalışan performansı için bir aracı olduğunu ortaya koymuştur. Bulgularımız çalışanların farklı liderlik taleplerinin olabileceğinin ve onların transformasyonel liderliğe farklı tepkiler verebileceklerinin düşünülmesi gerektiğini vurgulamaktadır.
We developed a nonlinear model of transformational leadership on organizational com- mitment and tested it in two field studies. Study 1, which consisted of 207 CEO direct reports, revealed that lower experienced executives expressed more organizational com- mitment when their CEOs exhibited high levels of leadership while more experienced executives appeared most committed at moderate levels. In Study 2, using a broader sample of 178 leadersubordinate dyads, we replicated the findings from Study 1 but further found evidence that role clarity fully mediated transformational leadership effects on organizational commitment. A supplemental analysis revealed that while elaboration of task relevant information was not a mediator for commitment, it was for supervisor- rated employee performance. Our findings highlight the need to consider the different leadership demands of employees and the varying ways in which subordinates respond to transformational leadership.
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