Handbook of Employee Commitment
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Handbook of Employee Commitment

Edited by John P. Meyer

A high level of employee commitment holds particular value for organizations owing to its impact on organizational effectiveness and employee well-being. This Handbook provides an up-to-date review of theory and research pertaining to employee commitment in the workplace, outlining its value for both employers and employees and identifying key factors in its development, maintenance or decline. Including chapters from leading theorists and researchers from around the world, this Handbook presents cumulated and cutting-edge research exploring what commitment is, the different forms it can take, and how it is distinct from related concepts such as employee engagement, work motivation, embeddedness, the psychological contract, and organizational identification.
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Chapter 22: Organizational leadership and employee commitment

Melissa Trivisonno and Julian Barling

Abstract

There is no shortage of research on the topic of organizational leadership, with hundreds of new empirical studies appearing annually. Most of this research has focused on the outcomes of leadership, and the possible effects of organizational leadership on employee commitment have not escaped attention. The goal of this chapter is to explain how various types of leadership influence different facets of employee commitment. To do so, the authors first investigate what is known about the influence of positive leadership on employee commitment. Secondly, they review the possible effects of negative forms of leadership on employee commitment. Thirdly, they explore the outcomes of high-quality leadership in alternative organizations, namely labor organizations. Lastly, they propose some research questions that will help to further understanding of the nature and effects of commitment.

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