Transformational leadership, transactional leadership, and affective organizational commitment: a closer look at their relationships in two distinct national contexts
Youngsam Cho (),
Mannsoo Shin (),
Tejinder K. Billing () and
Rabi S. Bhagat ()
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Youngsam Cho: College of Business Administration, BERI, Gyeongsang National University
Mannsoo Shin: International Business Department, Korea University Business School
Tejinder K. Billing: Rohrer College of Business, Rowan University
Rabi S. Bhagat: Fogelman College of Business and Economics, University of Memphis
Asian Business & Management, 2019, vol. 18, issue 3, 187-210
Abstract This study compared the relationship between leadership style and affective organizational commitment (AOC) for Korean and U.S. employees, based on path-goal leadership theory and culturally endorsed implicit leadership theory. The results showed that the positive relationship between transformational leadership and AOC was stronger for U.S. employees than their Korean counterparts, whereas transactional leadership was positively related to AOC only for Korean employees. Also, we tested Bass’s (Leadership and performance beyond expectations, Free Press, New York, 1985) augmentation effect and House’s (Leadersh Q 7(3):323–352, 1996) negative moderating effect of the two leadership styles. Interestingly, our results differed from theirs in this cross-national context. The findings provide important theoretical and managerial implications.
Keywords: Transformational leadership; Transactional leadership; Affective organizational commitment; Korea; The U.S. (search for similar items in EconPapers)
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