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“You get what you appreciate”: Effects of leadership on job satisfaction, affective commitment and organisational citizenship behaviour

Abderrahman Hassi (School of Business Administration, Al Akhawayn University in Ifrane, Ifrane, Morocco)

International Journal of Organizational Analysis

ISSN: 1934-8835

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

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Emerald Publishing Limited

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