High involvement management practices as leadership enhancers

Olivier Doucet, Marie-Ève Lapalme, Gilles Simard and Michel Tremblay

International Journal of Manpower, 2015, vol. 36, issue 7, 1058-1071

Abstract: Purpose - – Based on the high-involvement management model and the Substitutes for Leadership theory, the purpose of this paper is to evaluate the moderating role of high-involvement management practices on the relation between managers’ transformational leadership and employees’ affective organizational commitment. Design/methodology/approach - – Data were collected from employees of a large Canadian financial firm. Questionnaires were sent out and 219 received, representing a response rate of 63.3 percent. The hypotheses were tested using multiple regressions analysis with moderation effects. Findings - – The results show three statistically significant interactions between transformational leadership and high-involvement management practices. More specifically, information sharing and power sharing practices acted as leadership enhancers, while skill development practices served as a leadership substitute. Practical implications - – The results of this research could help immediate supervisors adjust their leadership strategies to their organizations’ HRM practices, and also guide top managers in choosing practices that can support these supervisors. Originality/value - – This study contributes to the literature on leadership by considering how contextual factors may affect the influence of transformational leadership and by integrating HRM practices within the substitutes for leadership framework.

Keywords: HRM practices; Leadership; Moderation; Commitment (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:v:36:y:2015:i:7:p:1058-1071

DOI: 10.1108/IJM-10-2013-0243

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