“You get what you appreciate”: Effects of leadership on job satisfaction, affective commitment and organisational citizenship behaviour
International Journal of Organizational Analysis
ISSN: 1934-8835
Article publication date: 19 December 2018
Issue publication date: 8 July 2019
Abstract
Purpose
The purpose of this study is to examine the influences of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and organisational citizenship behaviour (OCB) within Moroccan organisations.
Design/methodology/approach
Data were gathered from a sample of 219 employees working in seven different industries in Morocco and analysed using Structural Equations Modelling (SEM).
Findings
SEM analyses reveal that employee job satisfaction, affective commitment and OCB are only impacted by the personal recognition dimension of the transformational leadership style. The study indicates that charisma and intellectual stimulation (transformational leadership) as well as contingent reward and management-by-exception (transactional leadership) did not yield significant results.
Research limitations/implications
The use of a cross-sectional research design limits establishing cause-and-effect relationships.
Practical implications
The results of the current study may be of use and interest for organisations in designing effective leadership training programs, as it takes into account how managers and/or practitioners tap into their subordinates’ effective behaviour.
Originality/value
With insights derived from a non-Western perspective, the major theoretical contribution of the present study lies in exploring the effects of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and OCB in Morocco.
Keywords
Citation
Hassi, A. (2019), "“You get what you appreciate”: Effects of leadership on job satisfaction, affective commitment and organisational citizenship behaviour", International Journal of Organizational Analysis, Vol. 27 No. 3, pp. 786-811. https://doi.org/10.1108/IJOA-08-2018-1506
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited