The effect of resonant leadership on organizational commitment the mediating role of trust and knowledge sharing

پژوهش نامه مدیریت تحول

Article 5, Volume 4, Spring & summer 2012 - Serial Number 7, September 2012, Pages 91-109   

Document Type: Articles

DOI: 10.22067/pmt.v4i7.19467

Authors

Hossein Afkhami Rohani^* ; Hoseyn Rahmanseresht; Seyed Ali Koushazade

Abstract

Use of appropriate leadership style to improve organizational commitment is among the major duties of managers. In order to achieve this goal, Resonant Leaders, in harmony with the other members, use a high level of emotional intelligence. The purpose of this study is to identify the Resonant Leadership's effect on the organizational commitment, with the mediating role of trust in the senior managers and organizational knowledge sharing in the administrative department of a university. This study has used stratified random sampling and web-based questionnaire to collect data from 162 experts and managers in one of the Iranian public universities. Data was analyzed using LISREL Structural Equation Modeling path analysis method. The result of data analysis showed that Resonant Leadership has positive effect on trust and knowledge sharing and predicted organizational commitment through these variables.

Keywords

Resonant leadership; Organizational commitment; Trust in senior managers; Knowledge sharing

References

- Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1.
- Armstrong, M. (2011). Armstrong’s handbook of strategic human resource management FIFth edition. Londen, Koganpage, ISBN 978 0 7494 6394 6.
- Bennett, R., & Gabriel, H. (1999). Organizational factors and knowledge management within large marketing departments: an empricial study. Journal of Knowledge Management, 3(3), 212-225.
- Buckley, S., & du Toit, A. (2009). Sharing knowledge in universities: communities of practice the answer? education, knowledge & economy. A Journal for Education and Social Enterprise, 3(1), 35-44.
- Chughtai, A., & Buckley, F. (2009). Linking trust in the principal to school outcomes the mediating role of organizational identification and work engagement. International journal of educational management, 23(7), 574-589.

- Clark, B. R. (1998). Creating entrepreneurial universities: organizational pathways of transformation. issues in higher education: International Association of Universities, Paris.
- Cichy, R.; Cha, J., & Kim, S. (2009). The relationship between organizational commitment and contextual performance among private club leaders. International journal of Hospitality Management; 28: 53-62.
- Dimitris, B. (1988). Leadership styles, need satisfaction and the organizational commitment of greek managers. Scandinavian Journal of Management, 4(3-4), 121-134. doi: 10.1016/0956-5221(88)90004-8.
- Ebrahimi, B. (2007). Realizing the power of emotional intelligence.Industrial management institute, Tehran, 964-8896-14-3. (in persian).
- Farid, A. M. (2011). Contextual leadership: a study of lebanese executives working in lebanon, the GCC countries, and the United States. Journal of Management Development, 30(9), 16.
- Genesee, L. (2009). The soft side of tuition assistance: the impact upon knowledge sharing, organizational commitment and other intangibles. Ph.D. 3367015, TUI university, United States -- California.
- Gholipour, A. ; Pourezzat, A. A., & Hazrati, M. (2010). The investigation of servant leadership on organizational trust and empowerment in public organizations, Iranian Public Administration 1, (2). 103-118. (in persian).
- Goleman, D. ; Boyatzis, R., & Mckee A. (2002). Primal leadership, Harvard Business Review.
- Hsu-Hsin, C. ; Tzu-Shian, H., & Ju-Sung, C. (2011). The relationship between high-commitment HRM and knowledge-sharing behavior and its mediators. International Journal of Manpower, 32(5/6), 604.
- Huang, Q.; Davison, R.; Liu, H., & Gu, J. (2008). The impact of leadership style on knowledge-sharing intentions in China. Journal of Global Information Management, 16(4), 67.
- Innes, P. B. (2004). The influence of leadership on perceptions of organizational politics, job involvement, and organizational commitment. Ph.D. 3138653, Regent university, United States -- Virginia.
- Ji Hoon, S., & Hong Min, K. (2009). The integrative structure of employee commitment. Leadership & Organization Development Journal, 30(3), 240.
- Jonathon N., & Cummings. (2004). Work groups, structural diversity, and knowledge sharing in a global organization. Manage. Sci. 50(3): 352-364. doi: 10.1287/mnsc.1030.0134.
- Karkoulian, S.; Al Harake, N., & Messarra, L. (2010). Correlates of organizational commitment and knowledge sharing via emotional intelligence: an empirical investigation. The Business Review, Cambridge, 15(1), 89.
- Laka-Mathebula, M. R. (2004). Modelling the relationship between organizational commitment, leadership style, human resources management practices and organizational trust. Ph.D. 0807924, university of pretoria (South Africa), South
Africa.
- Manuel, B., & Anil, K. G. (1999). Trust within the organization: Integrating the trust literature with agency theory and transaction costs economics. Public Administration Quarterly, 23(2), 177.
- Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171-194. doi: 10.1037/0033-2909.108.2.171
- Matzler, K., & Mueller, J. (2011). Antecedents of knowledge sharing--examining the influence of learning and performance orientation. Journal of Economic Psychology, 32(3), 317-329. doi:
- McKee, A., & Massimilian, D. (2006). Resonant leadership: a new kind of leadership for the digital age. Journal of Business Strategy, 27(5), 45-49. doi:10.1108/02756660610692707.
- Megan, T., & Wayne, H. (1998). Trust in schools: a conceptual and empirical analysis. Journal of Educational Administration, 36, 334 - 352.
- Meyer, J. P.; Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: extension and test of a three-component conceptualization. Journal Of Applied Psychology, 78(4), 538-551.
- Miller, D. L. (2005). An examination of employees' fairness perceptions and reactions toward changing retirement policies. PHD, University of guelph, guelph.
- Mohammadnezhad, Y. ; Roshan, A., & Motahhari, S. (2009). National report of higer education, Research and technology, institutes of research and planning in higer education. (in persian).
- Moss, S. A.; McFarland, J.; Ngu, S., & Kijowska, A. (2007). Maintaining an open mind to closed individuals: the effect of resource availability and leadership style on the association between openness to experience and organizational commitment. Journal of Research in Personality, 41(2), 259-275. doi: 10.1016/j.jrp.2006.03.009.
- Nadi, M. A., & Moshfeghi, N. (2010). The structural equation model of association between teachers’ perceived of trust to manager and organization with continuous commitment and affective commitment teachers. Quarterly Journal Of Educational Leadership & Administration,4, 155-174. (in persian).

- Seyed Naghavi, M., & Bahrololum, S. (2009). Explained management infrastructure using a model of knowledge, organizational culture and leadership. Journal of Management Studies. 57,16. (in persian).
- Sience-metrix. (2010). 30 years in sience secular movement in knowledge creation. http://www.science-metrix.com/30years/#.
- Soyeon, S. ; Robert, F. L., & Ellen. G. (2002). Leadership style profiles of retail managers: personal, organizational and managerial characteristics. International Journal of Retail & Distribution Management, 30(4), 186-201.
- Srivastava, A.; Bartol, K. M., & Locke, E. A. (2006). Empowering leadership in management teams: effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49(6), 1239-1251.doi: 0.5465/amj.2006.23478718.
- Stavrou, E. T.; Charalambous, C., & Spiliotis, S. (2006). Human resource management and performance: a neural network analysis. European Journal of Operational Research, 181, 453–467.
- Sue Young, C.; Heeseok, L., & Youngjin, Y. (2010). The impact of information technology and transactive memory systems on knowledge sharing, application, and team performance: a field study. MIS Quarterly, 34(4), 855-870.
- Ugboro, I. O. (2003). Influence of managerial trust on survivors' perceptions of job insecurityand organizational commitment in a post restructuring and downsizing Environment. the Journal of Behavioral and Applied Management 4(3), 230.
- Varun, G., & Thomas, H. D. (2001). General perspectives on knowledge management: fostering a research agenda. Journal of Management Information Systems,18(1),5.
- Wagner, J. (2010). Exploring the relationships among spirit at work, structural and psychological empowerment, resonant leadership, job satisfaction, and organizational commitment in the health care workplace. Ph.D. NR62914, university of Alberta (Canada), Canada. retrieved from
- Yarigarravesh. H. (2009). Managing knowledge building blocks for success. Tehran. Naghshgostaran Bahar. (in persian).
- Zawawi, A. A.; Zakaria, Z.; Kamarunzaman, N. Z.; Noordin, N.; Sawal, M. Z. H. M.; Junos, N. M., & Najid, N. S. A. (2011). The study of barrier factors in knowledge sharing: a case study in public university. Management Science & Engineering, 5(1),
59-70.