领导是否影响员工的承诺 [10]
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论文字数:5104论文编号:org201604272306275237语种:英语 English地区:中国价格:免费论文
关键词:领导风格承诺Employee Commitment
摘要:摘要:本文受不同领导风格的影响,其对员工的承诺将被研究。根据文献,商业演出的公司依赖于员工的承诺。
ting them involved in the decision-making. The more committed an employee is, the better the performance. Hughes, Ginnett, & Curphy (1999) argued that an intensive supervision by means of 'coaching, giving feedback and encouragement', ensure that the self-confidence of an employee in his performance increases. This occurs through a transformational leader, who try to have close ties with every employee, so that he or she knows exactly what is in the employee's mind. Shamir (1995) suggested 'that physically close leaders have a greater opportunity to show individualized consideration, sensitivity to followers' needs, and support for the development of employees.' Transformational leaders, as mentioned above, who knows exactly what is in the mind of an employee, give intense supervision, give feedback and so on, are called 'close leaders'. Leaders with a less close relationship, which are on distant of their employees are named, as the term suggest, 'distant leaders'. Close leaders have a very positive effect on organizational issues as performance and commitment.
Thus, when an employee believes that their leader involves them in the organization, due to the foregoing ways, they feel a high commitment towards the organization.
3.4 Conclusion
In this paragraph a conclusion about the connection between commitment will be summarized. In fact, an answer on the main question of this research will be given. How does leadership influence the commitment of employees?
Avolio et al. (2004), suggested that transformational leadership has a positive connection with organizational commitment. Commitment is one of the factors that have an influence on the performance. So commitment could be a very interesting organizational issue for transformational leaders. Earlier research points out that it is mainly the part of affective commitment of an employee who is related to various organizational issues as leadership. (Purcell & Hutchingson, 2007). Thus, transformational leaders can have an influence on the affective commitment of employees. Several researchers pointed out that a high quality relationship between a leader and an employee creates more commitment among the employees. (Truckenbrodt, 2000) (Gernster and Day, 1997) (Basu and Green, 1997) An interesting question that now arises is, how transformational leaders can ensure a high quality relationship.
Shamir, House, & Arthur (1993) suggested that transformational leaders are capable to have an influence on the organizational commitment of employees by ' promoting higher levels of intrinsic value associated with goal accomplishment, emphasizing the linkages between follower effort and goal achievement, and by creating a higher level of personal commitment on the part of the leader and followers to a common vision, mission, and organizational goals.' Avolio (1999) reported that transformational leaders are able to achieve these goals through 'influence followers' organizational commitment by encouraging followers to think critically by using novel approaches, involving followers in decision-making processes, inspiring loyalty, while recognizing and appreciating the different needs of each follower to develop his or her personal potential.' In short, transformational leaders have several ways to get their employees involved by the organization.
There is also a psychological aspect that has been studied by sev
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