I. J. of Business & Management Research
Research Article
A Study on the Effect of Credence to Truthful Leader on Commitment
Author(s) : Ertan Gündüz *
Publisher : FOREX Publication
Published : 30 June 2018
e-ISSN :2347-4696
Page(s) : 67-78
Abstract
The main object of this paper is to shed light on the credence to truthful leader affecting commitment of followers. If exists the credence to a truthful leader might have side effects such as success in the life philosophy, radiation of happiness and commitment to organizations. The desired outcome should serve for all. The aim of this study is to measure the commitment level affected by credence to a truthful leader. To serve this aim a survey has been conducted throughout all the workers of the industry leading textile retail dealer firm of Turkey in 2016 which is believed to have a truthful leader. A multiple regression analysis had been executed to measure the relation from the predictors of credence to leader to the dimensions of commitment. It was assumed to be three kinds of commitment: affective, continuity, and normative. Credence to a truthful leader had affected commitments mostly by the predicting conditions of the leader: a. being honest and fair, b. creating a positive work environment, c. self-confidence, d. sharing information, e. delegation and heeding the followers, e. not creating tension, and f. trust worthiness. The results reported in the article were generally consistent with the prior studies. To conclude it is safe to say that solidarity can only be achieved through credence to a common dream. If the project to give life to that dream was well designed, it would be possible to have power to created corporate spill over’s. The study was one of the attempts to make happy both the organizations and individuals working within. Project managers are apt to be truthful leaders because they need commitment but have little fixed ideas to offer in return.
Keywords: Trust, Truthful leaders, Commitment, Solidarity, Interdependence, Individualism
Ertan Gündüz *, Gelisim University, Istanbul, Turkey; Email: egunduz@gelisim.edu.tr
[1] Casciaro T, Miguel SL (2005) Competent jerks, lovable fools, and the formation of social networks. Harvard Business Review 83: 92-99.
[2] Kouzes JM, Posner BZ (2003) The Jossey-Bass academic administrator's guide to exemplary leadership. John Wiley & Sons 131.
[3] Kouzes J, Posner B (2012) The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, John Wiley & Sons 33-34.
[4] Zhu W, Heb H, Treviño LK, Chaod MM, Wang W (2015) Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs, The Leadership Quarterly 26: 702-718.
[5] Yaman S (2016) YGA Leadership School, [online], [cited 19.10.2016 08:00]. Young Guru Academy. Retrieved from http://www.yga.org.tr/en.
[6] Hofstede G (1980) Motivation, leadership, and organization: Do American theories apply abroad? Organizational Dynamics 9: 42-63.
[7] Taras V, Kirkman BL, Steel P (2010) Examining the impact of Culture's consequences: a three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions, Journal of Applied Psychology 405: 1-120.
[8] Collins JC (2001) Good to great: Why some companies make the leap... and others don't. Random House 13.
[9] Eagleman DM (2013) Incognito. Robert Laffont 150.
[10] Randall DM (1987) Commitment and the Organization: The Organization Man Revisited, Academy of Management Review 12: 460-471.
[11] Allen NJ, Meyer JP (1990) The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology 63: 1-18.
[12] Scott WG, Hart DK (1979) Organizational America. Boston: Houghton Mifflin 272.
[13] Kagitcibasi C (2005) Autonomy and Relatedness in Cultural Context Implications for Self and Family, Journal of Cross- Cultural Psychology 36: 403-422.
[14] Yaman S (2003) Truthful Leader (Tur. Ic’ten Lider), Kesisim Yayimcilik 120.
[15] Brown ME, Treviño LK, Harrison DA (2005) Ethical Leadership: A Social Learning Perspective for Construct Development and Testing, Organizational Behavior and Human Decision Processes, 97: 117-134.
[16] Gini AR (1975) Philosopher as model, The Journal of Pre-College Philosophy 1: 55-59.
[17] Rost JC (1993) Leadership for the twenty-first century. Greenwood Publishing Group 52.
[18] Gini AR (1997) Moral leadership and business ethics, Journal of Leadership & OrganizationalStudies 4: 64-81.
[19] Jackall R (1983) Moral mazes: Bureaucracy and managerial work,Harvard Business Review, 61: 118-130.
[20] Gini AR (2013) My job, my self: Work and the creation of the modern individual. Routledge 166-168.
[21] Green PE, Tull DS, Albaum G (1988) Research for marketing decisions. Prentice-Hall international series in management, 4th Edition 340.
[22] Merritt SM (2012) The Two-Factor Solution to Allen and Meyer’s (1990) Affective Commitment Scale: Effects of Negatively Worded Items, Journal of Business and Psychology, 27: 421-436.
[23] Buchanan B (1974) Building organizational commitment: The socialization of managers in work organizations, Administrative Science Quarterly 19: 533-546.
[24] Gunduz E (2013) Innovation Contingencies Affected by Competitive Tension, The Journal of American Business Review, Cambridge 19: 202-208.
[25] Beersma B, Hollenbeck JR, Humphrey SE, Moon H, Conlon DE, Ilgen DR (2003) Cooperation, competition, and team performance: Toward a contingency approach. Academy of Management Journal 46: 572-590.
[26] Chen MJ (2014) Becoming Ambicultural: A Personal Quest, and Aspiration For Organizations,Academy of Management Review 39: 119-137.
[27] Zdaniuk A, Bobocel DR (2015) The role of idealized influence leadership in promoting workplace forgiveness, The Leadership Quarterly 26: 863-877.
[28] Boehm SA, Dwertmann DJG, Bruch H (2015) The missing link? Investigating organizational identity strength and transformationa leadership climate as mechanisms that connect CEO charisma with firm performance,The Leadership Quarterly 26: 156-171
[29] ChenASY, Hou YH (2016) The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination, The Leadership Quarterly 27: 1-13.
[30] Afsar B, Badir Y, Kiani US (2016) Linking spiritual leadership and employee pro-environmental behavior: The influence of workplace spirituality, intrinsic motivation, and environmental passion.Journal of Environmental Psychology 45: 79-88.
[31] Kayaa A (2015) The relationship between spiritual leadership and organizational citizenship behaviors: a research on school principals’ behaviors, Educational Sciences: Theory & Practice 3: 597-606.
[32] Lu L, Shen C, Williams D (2014) Friending your way up the ladder: Connecting massive multiplayer online game behaviors with offline leadership, Computers in Human Behavior 35: 54-60.
Ertan Gündüz (2018), A Study on the Effect of Credence to Truthful Leader on Commitment. IJBMR 6(2), 67-78. DOI: 10.37391/IJBMR.060208.