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Transformational leadership, transactional leadership, and affective organizational commitment: a closer look at their relationships in two distinct national contexts

  • Youngsam ChoEmail author
  • Mannsoo Shin
  • Tejinder K. Billing
  • Rabi S. Bhagat
Original Article
  • 4 Downloads

Abstract

This study compared the relationship between leadership style and affective organizational commitment (AOC) for Korean and U.S. employees, based on path-goal leadership theory and culturally endorsed implicit leadership theory. The results showed that the positive relationship between transformational leadership and AOC was stronger for U.S. employees than their Korean counterparts, whereas transactional leadership was positively related to AOC only for Korean employees. Also, we tested Bass’s (Leadership and performance beyond expectations, Free Press, New York, 1985) augmentation effect and House’s (Leadersh Q 7(3):323–352, 1996) negative moderating effect of the two leadership styles. Interestingly, our results differed from theirs in this cross-national context. The findings provide important theoretical and managerial implications.

Keywords

Transformational leadership Transactional leadership Affective organizational commitment Korea The U.S. 

Notes

Funding

This study is partially supported by Korea University Business School Research Grant.

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Copyright information

© Springer Nature Limited 2019

Authors and Affiliations

  1. 1.College of Business Administration, BERI, Gyeongsang National UniversityJinjuKorea
  2. 2.International Business Department, Korea University Business SchoolSeoulKorea
  3. 3.Rohrer College of Business, Rowan UniversityGlassboroUSA
  4. 4.Fogelman College of Business and Economics, University of MemphisMemphisUSA

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