A cross-level study of transformational leadership and organizational affective commitment in the Korean Local Governments: Mediating role of procedural justice and moderating role of culture types based on competing values framework
Restricted accessResearch articleFirst published online May, 2015
A cross-level study of transformational leadership and organizational affective commitment in the Korean Local Governments: Mediating role of procedural justice and moderating role of culture types based on competing values framework
The current study used a sample of full-time employees of local governments in South Korea to examine whether transformational leadership (TFL) has a significant positive effect on procedural justice (PJ) and organizational affective commitment (OAC) and whether PJ is positively related to OAC. The study also examined whether PJ mediates the effect of TFL on OAC and whether the four culture types (clan, advocacy, hierarchy, and market) moderate the effect of TFL on OAC. The results indicated a positive relationship of TFL with PJ and OAC and a significant relationship between PJ and OAC. Thus, the results demonstrated that PJ partially mediates the relationship between TFL and OAC while hierarchy and market culture type fully moderate the effect of TFL on OAC. However, clan and adhocracy culture type did not moderate the effect of TFL on OAC. Theoretical and practical implications of these findings are discussed and suggestions for future research are made.
AdamsJS (1965) Inequity in social exchange. In: BerkowitzL (ed) Advances in Experimental Social Psychology, New York, NY: Academic Press, pp. 267–299.
2.
AikenJSWestSG (1991) Multiple Regression: Testing and Interpreting Interactions, New York, NY: Sage.
3.
AllenNJMeyerJP (1990) The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology63: 1−18–1−18.
4.
AllenNJMeyerJP (1996) Affective, continuance, and normative commitment to the organization: An examination of construct validity. Journal of Vocational Behavior49: 252−276–252−276.
5.
AndersonLMBatemanTS (1997) Cynicism in the workplace: Some causes and effects. Journal of Organizational Behavior18: 449–469.
6.
AndersonJQGerbingW (1988) Structural equation modeling in practices: A review and recommended two stage approach. Psychological Bulletin27: 5–24.
7.
AndrewsMCKacmarKMBlakelyGL. (2008) Group cohesion as an enhancement to the justice-affective commitment relationship. Group & Organization Management33: 736–755.
8.
ArbuckleJL (2006) Amos 7.0 User’s Guide, Chicago: SPSS, Inc.
9.
AsgariASilongAD.AhmadA (2008) The relationship between transformational leadership behaviors, organizational justice, leader-member exchange, perceived organizational support. European Journal of Scientific Research23: 227–242.
10.
AvolioBJBassBMWalumbwaFO (2004a) MLQ Multifactor Leadership Questionnaire: Technical Report, Leader Form, Rate Form, and Scoring Key for MLQ Form 5x-Short, 3rd ed. Redwood City, CA: Mind Garden.
11.
AvolioBJZhuWKohW (2004b) Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior25: 951–968.
12.
BarneyJB (1986) Organizational culture: Can it be a source of sustained competitive advantage?Academy of Management Review11: 656–665.
13.
BaronRMKennyDA (1986) The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical consideration. Journal of Personality and Social Psychology51: 1173–1182.
14.
BassBMAvolioBJ (1993) Transformational leadership and organizational culture. Public Administration Quarterly17: 112–121.
BentlerPM (1990) Comparative fit indexes in structural models. Psychological Bulletin107: 238−246–238−246.
20.
BlauP (1964) Exchange and Power in Social Life, New York, NY: Wiley.
21.
BliesePD (2000) Within-group agreement, non-independence, and reliability: Implication for data aggregation and analysis. In: KleinKJKozlowskiSWJ (eds) Multi-Level Theory, Research, and Method in Organizations: Foundations, Extensions, and New Directions, San Francisco, CA: Jossey-Bass, pp. 349–381.
22.
BoadenRJ (2006) Leadership development: Does it make a difference. Leadership and Organizational Development Journal27: 5–27.
23.
BollenKA (1989) Structural Equations with Latent Variables, New York: Wiley.
24.
BraunscheidelMJSureshNCBoisnierAD (2010) Investing the impact of organizational culture on supply chain integration. Human Resource Management49: 883–911.
25.
BrowneMWCudeckR (1993) Alternative ways of assessing model fit. In: BollenKALongJS (eds) Testing Structural Equation Models, Beverly Hills, CA Sage, pp. 136–162.
26.
CameronKSFreemanSJ (1991) Cultural congruence, strength, and type: Relationships to effectiveness. Research in Organizational Change and Development5: 23–58.
27.
CameronKSQuinnRE (1999) Diagnosing and Changing Organizational Culture Based on the Competing Values Framework, 1st ed. Reading, MA: Addison-Wesley.
28.
CameronKSQuinnRE (2011) Diagnosing and Changing Organizational Culture Based on the Competing Values Framework, 3rd ed. San Francisco, CA: Jossey-Bass.
29.
CameronKSQuinnREDeGraffJ (2006) Competing Values Leadership: Creating Value in Organizations, Northampton: MA.
30.
ChunJShinYChoiJ (2013) How does corporate ethics contribute to firm financial performance? The mediating role of collective organizational commitment and organizational citizenship behavior. Journal of Management39: 853–877.
31.
ColquittJA (2001) On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology86: 386–400.
32.
ColquittJAConlonDEWessonMJ (2001) Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology86: 425–445.
33.
ColquittJAShawJC (2004) How should organizational justice be measured? In: GreenbergJColquittJA (eds) Handbook of Organizational Justice, NJ: Lawrence Erlbaum Associates, pp. 113–152.
34.
CropanzanoRBowenDEGillilandSW (2007) The management of organizational justice. Academy of Management Perspectives21: 34–48.
35.
DauberDFinkGYollesM (2012) A configuration model of organizational culture. Sage Open, 1–16. DOI: 10.1177/2158244012441482.
36.
DenisonDRMishraAK (1995) Toward a theory of organizational culture and effectiveness. Organization Science6: 204–223.
37.
DetertJRSchroederRGMaurielJJ (2000) A framework for linking culture and improvement initiatives in organizations. Academy of Management Review25: 850–863.
38.
EdwardsGTurnbullS (2013) A culture to evaluating leadership development. Advances in Developing Human Resources15: 46–60.
39.
EhrhartMG (2004) Leadership and procedural justice climate as antecedents of unit-level organizational citizenship behavior. Personnel Psychology57: 61–94.
40.
FerreiraAIHillMM (2008) Organizational cultures in public and private Portuguese university: A case study. Higher Education55: 637–650.
41.
FieldsD (2002) Taking the Measure of Work, Thousand Oaks, CA: Sage.
42.
FolgerRCropanzanoR (1998) Organizational Justice and Human Resource Management, Thousand Oaks, London: Sage publications.
43.
FrontieraJ (2010) Leadership and organizational culture transformation in professional sport. Journal of Leadership and Organizational Studies17: 71–86.
44.
GrantADuttonJRossoB (2008) Giving commitment: Employee support programs and the prosocial sensemaking process. Academy of Management Journal51: 898–918.
45.
GreenbergJ (1990) Organizational justice: Yesterday, today and tomorrow. Journal of Management16: 339–342.
46.
HairJFJrBlackWCBabinBJ (2009) Multivariate Data Analysis, 7th ed. Pearson: Prentice-Hall International.
47.
HandyCB (1993) Understanding Organizations, New York, NY: Oxford University Press.
48.
HarrisLCOgbonnaE (2001) Leadership style and market orientation: An empirical study. European Journal of Marketing35: 744–764.
49.
HartnellCAOuAYKinickiA (2011) Organizational culture and organizational effectiveness: A meta-analytic investigation of the competing values framework’s theoretical suppositions. Journal of Applied Psychology96: 677–694.
50.
HassanA (2002) Organizational justice as a determinant of organizational commitment and intention to leave. Asian Academy of Management Journal7: 55–66.
51.
HatchM (1993) The dynamics of organizational culture. Academy of Management Review18: 657–693.
52.
HausknechtJHillerNVanceR (2008) Work-unit absenteeism: Effects of satisfaction, commitment, labor market conditions and time. Academy of Management Journal51: 1223–1245.
53.
HeroldDMFedorDBCaldwellS (2008) The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. Journal of Applied Psychology93: 346–357.
54.
HowardLW (1998) Validating the competing values model as a representation of organizational cultures. International Journal of Organizational Analysis6: 231–250.
55.
HowellJAvolioBJ (1993) Transformational leadership, transaction leadership, locus of control, and support for innovation: Key predictors of consolidated business unit performance. Journal of Applied Psychology78: 891–902.
56.
JacksonTAMeyerJPWangX (2013) Leadership, commitment, and culture: A meta-analysis. Journal of Leadership and Organizational Studies20: 84–106.
KarkRShamirBChenG (2003) The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology88: 246–255.
59.
KehoeRRWrightPM (2013) The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management39: 366–391.
60.
KimH (2007) A study on the causal relationship among organizational culture, leadership, and organizational commitment. Korean Society and Public Administration18: 23–49.
61.
KimH (2012) Transformational leadership and organisational citizenship behavior in the public sector in South Korea: The mediating role of affective commitment. Local Government Studies38: 867–892.
62.
KirkmanBLChenGFarhJ (2009) Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Academy of Management Journal52: 744–764.
63.
KleinKJKozlowskiSWJ (2000) From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational Research Method3: 211–236.
64.
KnovskyMACropanzanoR (1991) Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance. Journal of Applied Psychology76: 698–707.
65.
KoonmeeK (2011) Fairness in the workplace: The relative effects of distributive and procedural justice on incentive satisfaction. The Business Review17: 160–166.
66.
KozlowskiSWJKleinKJ (2000) A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. In: KleinKJKozlowskiSWJ (eds) Multi-Level Theory, Research, and Method in Organizations: Foundations, Extensions, and New Directions, San Francisco, CA: Jossey-Bass, pp. 3–90.
KrullJLMacKinnonDP (2001) Multi-level modeling of individual and group level mediated effects. Multivariate Behavioral Research36: 249–277.
69.
LavelleJJBrocknerJKonovskyMA (2009) Commitment, procedural fairness, and organizational citizenship behavior. Journal of Organizational Behavior30: 337–357.
70.
LeventhalGS (1980) What should be done with equity theory? New approaches to the study of fairness in social relationships. In: GergenKSGreenbergMSWillisRH (eds) Social Exchange: Advances in Theory and Research, New York: Plenum, pp. 27–55.
71.
LiYC (2004) Examining the effect of organizational culture and leadership behaviors on organizational commitment, job satisfaction, and job performance at small and middle-sized firms of Taiwan. Journal of American Academy of Business16: 16–21.
72.
LindEATylerTR (1988) The Social Psychology of Procedural Justice, New York: Plenum Press.
73.
LindellMKBrandtCJWhitneyDJ (1999) A revised index of interrater agreement for multi-item ratings of a single target. Applied Psychological Measurement23: 127–135.
74.
MacKenzieSBPodsakoffPMReichGA (2001) Transformational and transactional leadership and salesperson performance. Journal of Academy of Marketing Science29: 115–134.
75.
MeyerJPAllenNJ (1991) A three component conceptualization of organizational commitment. Human Resource Management Review1: 61–89.
76.
MeyerJPAllenNJSmithCA (1993) Commitment to organizations and occupations: Extension and test of a three-component conception. Journal of Applied Psychology78: 538–551.
77.
MiaoQNewmanALambP (2012) Transformational leadership and the work outcomes of Chinese migrant workers: The mediating effects of identification with leader. Leadership8: 377–395.
78.
MowdayRTPorterLMSteersRM (1982) Employee-Organizational Linkages: The Psychology of Commitment, Absenteeism, and Turnover, New York, NY: Academic Press.
79.
NaumannSEBennettN (2000) A case for procedural justice climate: Development and test of a multilevel model. Academy of Management Journal43: 881–889.
80.
NiehoffBPMoormanRH (1993) Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behaviors. Academy of Management Journal36: 527–556.
81.
NorthousePG (2007) Leadership: Theory and Practice, 4th ed. Thousand Oaks, CA: Sage.
82.
PellegriniEKScanduraTA (2008) Paternalistic leadership: A review and agenda for future research. Journal of Management34: 566–593.
83.
PiccoloRFBonoJHeinitzK (2012) The relative impact of complementary leader behaviors: Which matter most?Leadership Quarterly24: 567–581.
84.
PillaiRScanduraTWilliamsE (1999a) Leadership and organizational justice: Similarities and differences across cultures. Journal of International Business Studies30: 763–779.
85.
PillaiRSchriesheimCWilliamsE (1999b) Fairness perceptions and trust as moderators for transformational and transactional leadership: A two-study sample. Journal of Management25: 897–933.
86.
PlakhotnikMSRoccoT (2011) What do we know, how much, and why it matters: Organizational culture and AHRD research 1994–2009. Human Resource Development Review10: 74–100.
87.
PodsakoffPMMacKenzieSBLeeJ (2003) Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology88: 879–903.
88.
PodsakoffPMMacKenzieSBMoormanRH (1990) Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Leadership Quarterly1: 107–142.
89.
PreacherKJHayesAF (2004) Spss and sas procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, Instruments, and Computers36: 717–731.
90.
QuinnRERohrbaughJ (1983) A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science29: 363–377.
91.
RaudenbushSWBrykAS (2002) Hierarchical Linear Models: Applications and Data Analysis Methods, Thousand Oaks, CA: Sage.
92.
RayKWGoppeltJ (2011) Understanding the effects of leadership development on the creation of organizational culture change: A research approach. International Journal of Training and Development15: 58–75.
93.
SagivLSchwartzSH (2007) Cultural values in organizations: Insights for Europe. European Journal of International Management1: 176–190.
94.
ScheinEH (2004) Organizational Culture and Leadership, 3rd ed. San Francisco, CA: Jossey-Bass.
95.
SchwartzHDavisSM (1981) Matching corporate culture and business strategy. Organizational Dynamics10: 30–38.
96.
SeoISYoonWJGwonKH (2011) Causal relationships among organizational culture, organizational justice, and organizational citizenship behavior in the public sector. Korean Policy Studies20: 395–427.
97.
ShuckBHerdAM (2012) Employee engagement and leadership: Exploring the convergence of two frameworks and implications for leadership development in HRD. Human Resource Development Review11: 156–181.
98.
SinghRNMohantyRP (2011) Participation satisfaction and organizational commitment: moderating role of employee’s culture values. Human Resource Development International14: 583–603.
99.
SobelME (1982) Asymptotic confidence intervals for indirect effects in structural equation models. In: LeinhardtS (ed) Sociological Methodology, Washington, DC: American Sociological Association, pp. 290–312.
100.
SongJHKolbJALeeUH (2012) Role of transformational leadership in effective organizational knowledge creation practices: Mediating effects of employees’ work engagement. Human Resource Development Quarterly23: 65–101.
101.
SongLJTsuiASLawKS (2009) Unpacking employee response to organizational exchange mechanisms: The role of social and economic exchange perceptions. Journal of Management35: 56–93.
102.
ThibautJWalkerL (1975) Procedural Justice: A Psychological Analysis, Hillsdale, NJ: Lawrence Erlbaum Associates.
103.
TsuiASNifadkarSSOuAY (2007) Cross-national, cross-cultural organizational behavior research: Advances, gaps, and recommendations. Journal of Management33: 426–478.
104.
VerkhohlyadOMcLeanGN (2012) Applying organizational commitment and human capital theories to emigration research. European Journal of Training and Development36: 308–328.
105.
WalumbwaFOHartnellCAOkeA (2010) Servant leadership, procedural justice climate, service climate, employee attitude, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95, 95: 517–529.
106.
WalumbwaFOLawlerJJ (2003) Building effective organizations: Transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviors in three emerging economies. International Journal of Human Resource Management14: 266–285.
107.
WatkinsKELysoIHdeMarrisK (2011) Evaluating executive leadership programs: A theory of change approach. Advances in Developing Human Resources13: 208–239.
108.
WilderomCPMGlunkUMaslowskiR (2000) Organizational culture as a predictor of organizational performance. In: Ashka-nasyNMWilderomCPPetersonMF (eds) Handbook of Organizational Culture and Climate, Thousand Oaks, CA: Sage, pp. 193–209.
