en pl
en pl

Central European Management Journal

Zobacz wydanie
Rok 12/2021 
Tom 29 
Numer 4

Commitment in the German Banking and Consulting Industry: Influence of Different Leadership Styles on Employee Commitment

Vinzent Zerner
Zeppelin University

Eckhard Marten
International School of Management

Jens Brandt
International School of Management

12/2021 29 (4) Central European Management Journal

DOI 10.7206/cemj.2658-0845.65

Abstrakt

Purpose: The success of a firm often largely depends on its employees. Therefore, we propose and test the possibility of influencing affective and normative commitment by transactional, transformational, and passive leadership styles.

Implications: Demographic change is progressing slowly but steadily; here lies the crucial point. Our results show that only transformational leadership influences the commitment dimensions positively. That can help make the best use of scarce human resources to remain competitive in the long term.

Originality/Value: The article provides new information concerning the relationship between transformational and transactional leadership style and their influence on commitment within the banking and consulting sector of the German service industry. It highlights the need for further research into this topic across industries and demographics. For cross-cultural (USA-Germany) comparisons, the article might help to understand differences and trends within globalization.

Methodology: To address this question, we conducted interviews with 197 employees of the financial service sector in Germany to confirm the relationship between leadership styles and employee commitment. In order to verify and extend previous research, we planned an explanatory study. We used the multiple regression analysis to examine this relationship.

Findings: The results provide new evidence for German participants, which show (1) that transformational leadership is the “optimum” to facilitate commitment and is completely decoupled from the other leadership styles. (2) Preliminary studies revealed a preference toward transactional leadership, which correlated positively with affective and normative commitment. The present study cannot confirm this correlation. (3) Passive leadership correlates negatively with commitment, which indicates that the avoidance of passive leadership is essential. In sum, the correlation for different leadership styles (except transactional leadership style) is higher than in the preliminary studies. This indicates that the relationship between leadership styles and affective and normative commitment is exceeding the assumptions.

Powiązania

  1. Ademola, E.O. (2016). Shifting management and leadership roles in a digital age: An analysis. Journal of Digital Innovations & Contemporary Research in Science and Engineering, 4(4), 13–18. https://doi.org/10.22624/AIMS/D/V4N4P2. [Google Scholar]
  2. Armstrong, M. (2010). Armstrong's essential human resource management practice: A guide to people management. London: Kogan Page. [Google Scholar]
  3. Asif, M., Qing, M., Hwang, J., and Shi, H. (2019). Ethical leadership, affective commitment, work engagement, and creativity: Testing a multiple mediation approach. Sustainability, 11(16), 4489. https://doi.org/10.3390/su11164489. [Google Scholar]
  4. Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press. [Google Scholar]
  5. Bass, B.M. (1999). Two decades of research and development in transformational leadership. European Journal of Work & Organizational Psychology, 8, 9–32. https://doi.org/10.1080/135943299398410. [Google Scholar]
  6. Bass, B.M., and Avolio, B.J. (1990). Transformational leadership development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologists Press. [Google Scholar]
  7. Bass, B.M., and Avolio, B.J. (1994). Introduction. In B. M. Bass & B. J. Avolio (eds.), Improving organizational effectiveness through transformational leadership: 1–9. Thousand Oaks, CA: Sage. [Google Scholar]
  8. Bass, B.M., and Avolio, B.J. (1995). MLQ Multifactor Leadership Questionnaire. Redwood City, CA: Mind Garden. https://doi.org/10.1037/t03624-000 [Google Scholar]
  9. Bass, B.M., Avolio, B.J., Jung, D.I., and Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207–218. https://doi.org/10.1037/0021-9010.88.2.207 [Google Scholar]
  10. Becker, H.S. (1960). Notes on the concept of commitment. American Journal of Sociology, 66, 32–40. https://doi.org/10.1086/222820. [Google Scholar]
  11. Bierhoff, H.-W. (2006). Sozialpsychologie: Ein Lehrbuch (6th ed). Stuttgart: Kohlhammer. [Google Scholar]
  12. Bono, J.E., Foldes, H.J., Vinson, G., & Muros, J.P. (2007). Workplace emotions: The role of supervision and leadership. Journal of Applied Psychology, 92, 1357–1367. https://doi.org/10.1037/0021-9010.92.5.1357. [Google Scholar]
  13. Brodbeck, F.C., Frese, M., and Javidan, M. (2002). Leadership made in Germany: Low on compassion, high on performance. Academy of Management Executive, 16(1): 16–29. https://doi.org/10.5465/ame.2002.6640111. [Google Scholar]
  14. Brückner-Bozetti, P. (2015). Unternehmensberatung und Partizipation: Eine empirische Untersuchung in Krankenhausunternehmen. Wiesbaden: Springer Gabler. https://doi.org/10.1007/978-3-658-10032-2. [Google Scholar]
  15. Buil, I., Martínez, E., and Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, 64–75. https://doi.org/10.1016/j.ijhm.2018.06.014. [Google Scholar]
  16. Burns, J.M. (1978). Leadership. New York: Harper & Row. [Google Scholar]
  17. Bushra, F., Usman, A., and Naveed, A. (2011). Effect of transformational leadership on employees’ job satisfaction and organizational commitment in banking sector of Lahore (Pakistan). International Journal of Business and Social Science, 2, 261–267. [Google Scholar]
  18. Caruana, A., & Calleya, P. (1998). The effect of internal marketing on organizational commitment among retail bank managers. International Journal of Bank Marketing, 16, 108–116. https://doi.org/10.1108/02652329810213510. [Google Scholar]
  19. Donnelly, R. (2006). How "free" is the free worker? An investigation into the working arrangements available to knowledge workers. Personnel Review, 35, 78–97. https://doi.org/10.1108/00483480610636803 [Google Scholar]
  20. Farahnak, L.R., Ehrhart, M.G., Torres, E.M., and Aarons, G.A. (2020). The influence of transformational leadership and leader attitudes on subordinate attitudes and implementation success. Journal of Leadership & Organizational Studies, 27, 98–111. https://doi.org/10.1177/1548051818824529. [Google Scholar]
  21. Felfe, J. (2005). Charisma, transformationale Führung und Commitment. Köln: KSV, Kölner Studien-Verl. [Google Scholar]
  22. Felfe, J. (2006a). Transformationale und charismatische Führung – Stand der Forschung und aktuelle Entwicklungen. Zeitschrift für Personalpsychologie, 5, 163–176. https://doi.org/10.1026/1617-6391.5.4.163. [Google Scholar]
  23. Felfe, J. (2006b). Validierung einer deutschen Version des “Multifactor Leadership Questionnaire“ (MLQ Form 5 x Short) von Bass und Avolio (1995). Zeitschrift für Arbeits- und Organisationspsychologie, 50, 61–78. https://doi.org/10.1026/0932-4089.50.2.61. [Google Scholar]
  24. Felfe, J. (2014). Transformationale Führung: Neue Entwicklungen. In: J. Felfe (ed.), Trends der psychologischen Führungsforschung: Neue Konzepte, Methoden und Erkenntnisse, 39–53. Göttingen: Hogrefe. [Google Scholar]
  25. Felfe, J., & Goihl, K. (2002a). Transformational leadership and commitment. In: J. Felfe (ed.), Organizational development and leadership, 87–124. Frankfurt am Main: Lang. [Google Scholar]
  26. Felfe, J., & Goihl, K. (2002b). Deutsche überarbeitete und ergänzte Version des "Multifactor Leadership Questionnaire". In A. Glöckner-Rist (Ed.), ZUMA-Informationssystem. Elektronisches Handbuch sozialwissenschaftlicher Erhebungsinstrumente (Version 5.00). Mannheim: ZUMA. [Google Scholar]
  27. Graeff, C.L. (1983). The situational leadership theory: A critical view. Academy of Management Review, 8, 285–291. https://doi.org/10.5465/amr.1983.4284738. [Google Scholar]
  28. Gulluce, A.Ç., Kaygin, E., Kafadar, S.B., & Atay, M. (2016). The relationship between transformational leadership and organizational commitment: A study on the bank employees. Journal of Service Science and Management, 9, 263–275. https://doi.org/10.4236/jssm.2016.93033. [Google Scholar]
  29. Haller, S. (2015). Dienstleistungsmanagement: Grundlagen – Konzepte – Instrumente (6th ed.). Wiesbaden: Springer Gabler. [Google Scholar]
  30. Hersey, P., & Blanchard, K.H. (1969). Life cycle theory of leadership. Training & Development Journal, 23(5): 26–34. [Google Scholar]
  31. Hilger, S. (2004). "Amerikanisierung" deutscher Unternehmen: Wettbewerbsstrategien und Unternehmenspolitik bei Henkel, Siemens und Daimler-Benz (1945/49–1975). Stuttgart: Steiner. [Google Scholar]
  32. Huber, S. 2004. School leadership and leadership development: Adjusting leadership theories and development programs to values and core purposes of school. Journal of Educational Administration, 42(6), 669–684. https://doi.org/10.1108/09578230410563665. [Google Scholar]
  33. Jaros, S. (2007). Meyer and Allen model of organizational commitment: Measurement issues. The ICFAI Journal of Organizational Behavior, 6(4): 7–25. [Google Scholar]
  34. Klaffke, M., & Parment, A. (2011). Herausforderungen und Handlungsansätze für das Personalmanagement von Millennials. In: M. Klaffke (ed.), Personalmanagement von Millennials: Konzepte, Instrumente und Best-Practice-Ansätze: 3–21. Wiesbaden: Springer. https://doi.org/10.1007/978-3-8349-6964-4_1. [Google Scholar]
  35. Koh, C. 2015. Motivation, leadership and curriculum design. Singapore: Springer. https://doi.org/10.1007/978-981-287-230-2. [Google Scholar]
  36. Kuchinke, K.P. (1999). Leadership and culture: Workrelated values and leadership styles among one company's US and German telecommunication employees. Human Resource Development Quarterly, 10, 135–154. https://doi.org/10.1002/hrdq.3920100205. [Google Scholar]
  37. Kumar, S. (2008). Role of leadership in knowledge management: A study. Journal of Knowledge Management, 12(4), 3–15. https://doi.org/10.1108/13673270810884219. [Google Scholar]
  38. Lapointe, É., & Vandenberghe, C. (2018). Examination of the relationships between servant leadership, organizational commitment, and voice and antisocial behaviors. Journal of Business Ethics, 148: 99–115. https://doi.org/10.1007/s10551-015-3002-9. [Google Scholar]
  39. Litz, D. (2011). Globalization and the changing face of educational leadership: Current trends & emerging dilemmas. International Education Studies, 4(3), 47. https://doi.org/10.5539/ies.v4n3p47. [Google Scholar]
  40. Mathieu, J.E., and Zajac, D.M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108: 171–194. https://doi.org/10.1037/0033-2909.108.2.171. [Google Scholar]
  41. Meyer, J.P., and Allen, N.J. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1–18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x. [Google Scholar]
  42. Meyer, J.P., and Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z [Google Scholar]
  43. Meyer, J. P., Stanley, D. J., Herscovitch, L., and Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20–52. https://doi.org/10.1006/jvbe.2001.1842. [Google Scholar]
  44. Moser, K. (1997). Commitment in Organisationen. Zeitschrift für Arbeits- und Organisationspsychologie, 41, 160–170. [Google Scholar]
  45. Moser, K., Soucek, R., and Hassel, A. (2014). Berufliche Entwicklung und organisationale Sozialisation. In H. Schuler & U. P. Kanning (eds.), Lehrbuch der Personalpsychologie (3rd ed.), 449–500. Göttingen: Hogrefe. [Google Scholar]
  46. Mowday, R.T., Porter, L.W., and Steers, R.M. (1982). Employee-organization linkages: The psychology of commitment, absenteeism, and turnover. New York: Academic Press. https://doi.org/10.1016/B978-0-12-509370-5.50005-8 [Google Scholar]
  47. Mowday, R. T., Steers, R. M., and Porter, L.W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14: 224–247. https://doi.org/10.1016/0001-8791(79)90072-1 [Google Scholar]
  48. Nerdinger, F. W. 2019. Führung von Mitarbeitern. In: F.W. Nerdinger, G. Blickle, & N. Schaper (Eds.), Arbeits- und Organisationspsychologie (4th ed.): 95–117. Berlin: Springer. https://doi.org/10.1007/978-3-662-56666-4_7. [Google Scholar]
  49. Otte, M. (2006). Der Crash kommt: Die neue Weltwirtschaftskrise und wie Sie sich darauf vorbereiten. Berlin: Econ. [Google Scholar]
  50. Pallant, J. (2013). SPSS survival manual: A step by step guide to data analysis using IBM SPSS (5th ed.). Maidenhead, Berkshire: McGraw Hill. [Google Scholar]
  51. Podsakoff, P.M., MacKenzie, S.B., and Bommer, W.H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22, 259–298. https://doi.org/10.1177/014920639602200204 [Google Scholar]
  52. Podsakoff, P.M., MacKenzie, S.B., Moorman, R.H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1, 107–142. https://doi.org/10.1016/1048-9843(90)90009-7. [Google Scholar]
  53. Raab-Steiner, E., and Benesch, M. (2015). Der Fragebogen: Von der Forschungsidee zur SPSS-Auswertung (4th ed.). Wien: Facultas. [Google Scholar]
  54. Riketta, M., & van Dick, R. (2009). Commitment's place in the literature. In: H.J. Klein, T.E. Becker, and J.P. Meyer (eds.), Commitment in organizations: Accumulated wisdom and new directions: 69–95. New York: Routledge. [Google Scholar]
  55. Sainger, G. (2018). Leadership in digital age: A study on the role of leader in this era of digital transformation. International Jounal on Leadership, 6(1), 1–6. [Google Scholar]
  56. Salancik, G.R. (1977). Commitment and the control of organizational behavior and belief. In B. Staw and G. R. Salancik (eds.), New directions in organizational behavior: 1–54. Chicago: St. Clair Press. [Google Scholar]
  57. Schmidt, K.-H., Hollmann, S., and Sodenkamp, D. (1998). Psychometrische Eigenschaft und Validität einer deutschen Fassung des „Commitment“ – Fragebogens von Allen und Meyer (1990). Zeitschrift für Differentielle und Diagnostische Psychologie, 19, 93–106. [Google Scholar]
  58. Schuhmacher, F., and Geschwill, R. (2014). Employer Branding: Human Resources Management für die Unternehmensführung (2nd ed.). Wiesbaden: Springer Gabler. https://doi.org/10.1007/978-3-8349-4631-7. [Google Scholar]
  59. Solinger, O.N., van Olffen, W., and Roe, R.A. (2008). Beyond the three-component model of organizational commitment. Journal of Applied Psychology, 93, 70–83. https://doi.org/10.1037/0021-9010.93.1.70. [Google Scholar]
  60. Sosik, J.J., and Jung, D.I. (2010). Full range leadership development: Pathways for people, profit, and planet. New York: Routledge. https://doi.org/10.4324/9780203843161. [Google Scholar]
  61. Sow, M., and Aborbie, S. (2018). Impact of leadership on digital transformation. Business and Economic Research, 8(3): 139–148. https://doi.org/10.5296/ber.v8i3.13368. [Google Scholar]
  62. Sprenger, B., and Novotny, T. (2016). Der Weg aus dem Leadership Dilemma: Team-Exzellenz an der Spitze! Berlin: Springer. https://doi.org/10.1007/978-3-662-47147-0. [Google Scholar]
  63. Tavakkoli, R. (2009). Arbeitgeberwettbewerbe und ihre Implikationen für Unternehmenskultur und Talent-Management. Wirtschaftspsychologie, 11(3), 31–41. [Google Scholar]
  64. van Dick, R. (2004). Commitment und Identifikation mit Organisationen. Göttingen: Hogrefe. [Google Scholar]
  65. Westphal, A., and Gmür, M. 2009. Organisationales Commitment und seine Einflussfaktoren: Eine qualitative Metaanalyse. Journal für Betriebswirtschaft, 59, 201–229. https://doi.org/10.1007/s11301-009-0054-x. [Google Scholar]
  66. Zimmermann, K.F. (2007). Demographie, Migration und unternehmerische Personal Strategien. In: W. Ballwiese & C. Börsig (eds.), Demographischer Wandel als unternehmerische Herausforderung: Kongress-Dokumentation 60. Deutscher Betriebswirtschafter-Tag 2006: 11–22. Stuttgart: Schäffer-Poeschel. [Google Scholar]

Kompletne metadane

Cytowanie zasobu

APA style

Zerner, Vinzent & Marten, Eckhard & Brandt, Jens (2021). Commitment in the German Banking and Consulting Industry: Influence of Different Leadership Styles on Employee Commitment. (2021). Commitment in the German Banking and Consulting Industry: Influence of Different Leadership Styles on Employee Commitment. Central European Management Journal, 29(4), 196–214. https://doi.org/10.7206/cemj.2658-0845.65 (Original work published 12/2021n.e.)

MLA style

Zerner, Vinzent and Marten, Eckhard and Brandt, Jens. „Commitment In The German Banking And Consulting Industry: Influence Of Different Leadership Styles On Employee Commitment”. 12/2021n.e. Central European Management Journal, t. 29, nr 4, 2021, ss. 196–214.

Chicago style

Zerner, Vinzent and Marten, Eckhard and Brandt, Jens. „Commitment In The German Banking And Consulting Industry: Influence Of Different Leadership Styles On Employee Commitment”. Central European Management Journal, Central European Management Journal, 29, nr 4 (2021): 196–214. doi:10.7206/cemj.2658-0845.65.