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Mediators of Transformational Leadership and the Work-family Relationship

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  • Transformational leadership, work-family unit conflict and enrichment, and commitment
  • Suivre cet auteur Nicolas Gillet, Suivre cet auteur Evelyne Fouquereau, Suivre cet auteur Tiphaine Huyghebaert, Suivre cet auteur Christian Vandenberghe
  • Dans Le travail humain 2016/4 (Vol. 79), pages 339 à 362

I. Introduction

ane Transformational leadership has been a popular topic of enquiry for more than xx years (e.g., Avolio & Bass, 2002; Walumbwa, Christensen, & Muchiri, 2013). Transformational leadership refers to leaders' behaviors that go across transactions with followers, increase followers' awareness of, and interest for, valued outcomes, and encourage them to perform beyond expectations and transcend individual interests (Bass, 1985; Bycio, Hackett, & Allen, 1995). Managers who adopt transformational leadership behaviors might be able to empower employees, and instill a sense of commitment (Korek, Felfe, & Zaepernick-Rothe, 2010). Piece of work-family unit outcomes have rarely been examined in connectedness to leadership. Yet, Hammond, Cleveland, O'Neill, Stawski, and Tate (2015) recently showed that transformational leadership was positively and negatively correlated to piece of work-family enrichment and work-family conflict, respectively. There is also evidence that servant leadership is positively related to work-family unit enrichment (Zhang, Kwan, Everett, & Jian, 2012). Work-family conflict has been divers as "a course of interrole disharmonize in which the role pressures from the piece of work and family unit domains are mutually incompatible in some respect" (Greenhaus & Beutell, 1985, p. 77) while work-family enrichment has been conceived every bit a positive mood or a sense of fulfillment at work that helps an employee be a meliorate family member (Carlson, Kacmar, Wayne, & Grzywacz, 2006).

ii Although past studies have investigated the straight furnishings of transformational leadership on commitment (e.g., Joo, Yoon, & Jeung, 2012; Walumbwa, Orwa, Wang, & Lawler, 2005), a few contempo studies take begun to identify the mediators in these relationships, in response to the repeated calls for identifying the psychological mechanisms through which transformational leaders exert their influence (due east.g., Avolio, Zhu, Koh, & Bhatia, 2004). This study contributes to this inquiry avenue by exploring the idea that transformational leadership would chronicle to organizational commitment through improving work-home interactions. More specifically, building on previous piece of work that has theorized transformational leadership's effects on well-beingness (east.m., Arnold, Turner, Barling, Kelloway, & McKee, 2007), we examined how piece of work-family conflict and enrichment can partly mediate the effects of transformational leadership on organizational commitment, which to our knowledge, has not been accomplished in previous research. Our argument is that because they are able to connect individuals' needs to those of the organisation, transformational leaders can reduce the conflict betwixt piece of work and family unit and enrich both domains, and through that mechanism indirectly enhance employees' organizational delivery. Finally, this study also accounts for transformational leadership'due south mediated human relationship to multiple components of delivery, every bit captured through the iii-component model of commitment (Meyer & Allen, 1991).

iii In the next sections, we first review research on the links between transformational leadership and work-home interaction, then on the relationships between piece of work-home interaction and organizational commitment, and finally on the directly and indirect effects of transformational leadership on organizational commitment through work-domicile interaction.

I.1. Transformational leadership and Work-Home Interaction

iv Nowadays, most workers take employed spouses and increasingly take to deactivate the goals and demands related to their families and careers, and often their spouses' careers also (Moen & Sweet, 2002). Therefore, bug surrounding the occurrence and management of work-family disharmonize have become key (Radcliffe & Cassell, 2015). Work-family disharmonize is influenced past numerous individual, organizational, and managerial factors such as work function stressors, work role involvement, work social support, job characteristics, and personality (e.g., Allen et al., 2012; Michel, Kotrba, Mitchelson, Clark, & Baltes, 2011). Transformational leadership may also influence work-family conflict (Hammond et al., 2015). Indeed, transformational leaders provide explicit and personalized support to employees (Wang & Walumbwa, 2007). For instance, they can respond positively to requests for accommodating employees' family unit obligations. As these leaders are attentive to employees' needs but also wish to create conditions that permit employees to develop their full potential for contributing to the organization'south goals, they should piece of work at maximizing the compatibility of work and family unit demands. Such support enables employees to organize their work days in order to facilitate after school activities and enjoy free fourth dimension on the weekends with the family unit. In this case, the demands of work and family unit roles are made compatible, and the participation in either the work or family function is easier (Greenhaus & Beutell, 1985). In other words, transformational leaders would prevent work-family interference from occurring equally their supportive action would reduce conflicts amongst the requirements of multiple roles (Baruch & Barnett, 1986).

five Moreover, transformational leaders also understand when employees have personal or family issues that affect their work and intendance almost the furnishings work demands tin have on subordinates' personal life. Thus, employees may feel comfortable bringing up personal or family unit issues with their supervisor when they perceive him or her to be a transformational leader (Thompson & Prottas, 2006). That is, transformational leaders can reduce the total demands associated with the piece of work role to permit individuals to perform their multiple roles adequately or comfortably (Voydanoff, 2002). Finally, transformational leaders may also increase the level of co-worker support, which is suggested to have a pregnant bear on on workers' power to combine piece of work and family demands (Grzywacz & Marks, 2000).

vi In sum, transformational leaders provide resources for their subordinates, thus lessening stressors like work-family conflict (Hobfoll, 2002). This is consequent with the strain hypothesis (Goode, 1960) co-ordinate to which multiple part demands result in role strain, but resources (e.g., transformational leadership) that enable individuals to handle demands reduce strain resulting from exposure to stressors (i.e., work-to-family disharmonize). Thus, we propose the following hypothesis.

vii Hypothesis 1a: Transformational leadership is negatively related to work-family conflict.

8 Involvement in multiple roles does not necessarily tax workers' time and free energy, just instead may take a positive influence on well-being. Indeed, several researchers examining the benefits of multiple function memberships have documented the positive synergies between work and family (e.k., Greenhaus & Powell, 2006). Accordingly, organizational resources offered that help employees manage the work-family interface tin enrich the ability of individuals to accomplish their goals. Prior studies showed that resources in the employment domain (e.g., higher job rewards) were positively associated with work-family enrichment (e.g., Zhou & Buehler, in press). In the nowadays research, we examined the links between transformational leadership and work-family enrichment. The enhancement hypothesis (Marks, 1977), which is a dominant framework in the piece of work-family unit literature, highlights a primary style through which subordinates can do good from exposure to transformational leadership.

9 Specifically, the enhancement hypothesis suggests that resources in one role can foster gains that facilitate operation in some other role (i.e., work-to-family enrichment; due east.m., Grzywacz, Carlson, Kacmar, & Wayne, 2007). In other words, the generation of resource is a key driver of the enrichment procedure (Friedman & Greenhaus, 2000). In that location is considerable evidence that transformational leadership is positively associated with various well-being indicators such as vitality (e.g., Nielsen & Daniels, 2012) and positive bear upon (eastward.chiliad., Arnold et al., 2007), and more by and large with personal resources (Hobfoll, 2001). Therefore, cartoon upon work-family unit enrichment theory, which argues that attitudes and behavior in the piece of work domain can be regarded as resource transferable to the family domain (Greenhaus & Powell, 2006), one may expect that when an employee experiences high levels of well-being at work (because he or she works under the supervision of a transformational leader), he or she is also likely to feel involved equally a family fellow member. Based on the preceding discussion, we propose the post-obit hypothesis.

10 Hypothesis 1b: Transformational leadership is positively related to work-family unit enrichment.

I.2. Work-domicile interaction and organizational commitment

eleven Numerous studies have examined the effects of work-home interaction on organizational delivery (eastward.one thousand., Meyer et al., 2002). All the same, the magnitude of the effect varies across commitment components (Allen & Meyer, 1996). Within the well-known iii-component model, affective delivery is characterized by an emotional attachment to the organization, normative commitment reflects a moral obligation to remain with the organization, and constancy commitment refers to an zipper based on instrumental considerations (east.1000., Desrumaux, Leoni, Bernaud, & Defrancq, 2012). Based on the findings of McGee and Ford (1987), continuance commitment has been reconceptualized equally a two-dimensional construct, with one dimension reflecting perceived lack of employment alternatives (i.e., few alternatives commitment) and the other reflecting the sacrifices associated with leaving (i.eastward., perceived sacrifice commitment).

12 Employees enjoying work-family unit enrichment are probable to return the favor to the organization through organizational delivery (Wayne, Randel, & Stevens, 2006). In other words, the relationship between work-family enrichment and affective commitment is interpretable from a social exchange theory perspective (e.g., Battistelli, Galletta, Portoghese, Pohl, & Odoardi, 2013; Cropanzano & Mitchell, 2005). More specifically, when employees perceive that their organization helps them conciliate work and family roles, they enjoy a mutually benign human relationship with the organization. Hence, employees may experience particularly compelled to develop positive attitudes towards the arrangement such as melancholia delivery (for a meta-analysis, run into McNall, Nicklin, & Masuda, 2010). Based on the norm of reciprocity (Gouldner, 1960), such positive handling from the organisation may too create a sense of indebtedness, leading to normative commitment. Empirical evidence suggests that greater work-to-family enrichment fosters affective delivery (Odle-Dusseau, Britt, & Greene-Shortridge, 2012). Related research likewise indicates that work-to-family enrichment can event in a sense of loyalty to the arrangement (Allen, Herst, Bruck, & Sutton, 2000), which is close to normative commitment'southward pregnant. Thus, we propose the following hypothesis.

13 Hypothesis 2a: Work-family enrichment positively relates to affective and normative commitment.

fourteen Work-family unit enrichment may also increment the cost of organizational membership. Indeed, work-family enrichment may foster the perception that leaving the arrangement implies considerable sacrifices. When seeking external opportunities, individuals are probable to consider the resources that might exist available in another organization (e.g., level of salary) and resources that may not be readily available elsewhere (due east.g., tenure benefits, ability to conciliate work and family demands). This may increase the cede associated with leaving (Crossley, Bennett, Jex, & Burnfield, 2007) considering individuals strive to retain resource and avoid the loss of valued resources (Hobfoll, 2002). Such sacrifice may reduce the willingness to seek employment in another organization (Mallol, Holtom, & Lee, 2007). Hence, work-family unit enrichment should be associated with higher levels of perceived sacrifice commitment attributable to the perception that relevant resources gained from staying with i'southward organisation volition non be available elsewhere. This leads to the following hypothesis.

15 Hypothesis 2b: Piece of work-family unit enrichment positively relates to perceived cede commitment.

16 Besides the expected relationship betwixt piece of work-family unit enrichment and melancholia, normative, and perceived sacrifice commitment, it is probable that the other component of work-family interaction (i.e., piece of work-family conflict) is positively related to few alternatives commitment. Indeed, conflicts between piece of work and family lives threaten one's self-concept (Thoits, 1991). Because of the salience of the family role for many employees, they may engage in efforts to reduce the imposed threat to the self-concept that work-family conflict engenders. One mechanism for coping with such conflict would be to rationalize that one remains in the chore out of necessity (Casper, Harris, Taylor-Bianco, & Wayne, 2011). That is, employees may cope with work-family conflict by entertaining the belief that they remain because they have few options. Consequent with this view, Lambert, Kelley, and Hogan (2013) showed that increased work-to-family disharmonize is associated with higher constancy commitment (meet also Streich, Casper, & Salvaggio, 2008). In a meta-analysis, Meyer et al. (2002) besides found that work to family interference was positively correlated with continuance commitment. Thus, the following hypothesis is proposed.

17 Hypothesis 2c: Work-family unit conflict positively relates to few alternatives commitment.

18 The links between work-family unit conflict and affective, normative, and continuance commitment are well-documented (run across Meyer et al., 2002). A meta-analysis by McNall et al. (2010) also provides back up for the positive relationship between piece of work-family enrichment and melancholia organizational commitment. However, to the best of our knowledge, no study has focused on the links between work-family disharmonize and one of the two subcomponents of continuance delivery, namely few alternatives commitment. In addition, express research has examined how work-family enrichment relates to normative and perceived sacrifice commitment. Hence, the present research fills an important void and contributes to the literature on the outcomes of piece of work-family conflict and enrichment.

I.3. Indirect effects of transformational leadership on organizational commitment

19 As mentioned above, the main purpose of the present inquiry is to contribute to addressing an important issue well-nigh the explanatory mechanisms through which transformational leaders might promote employees' organizational commitment. Based on the above word, we suggest that work-family unit enrichment will partially mediate a positive relationship between transformational leadership and affective, normative, and perceived sacrifice commitment, and that work-family conflict will partially mediate a negative relationship between transformational leadership and few alternatives commitment. Indeed, we debate that transformational leaders will facilitate the integration of work and family unit lives by emphasizing both employees' needs and well-existence and organizations' interests. Hence, transformational leaders can reduce the conflict between piece of work and family unit and enrich both domains (Hammond et al., 2015), and through that mechanism, indirectly heighten employees' organizational delivery. More specifically, transformational leadership should be negatively associated with work-family unit conflict as workers affiliated with transformational leaders are idea to develop skills that facilitate solving the conflict between work and family unit demands, and feel comfy bringing up family unit issues. In turn, piece of work-family conflict should positively relate to few alternatives commitment as workers experiencing work-family conflict have a diminished sense of confidence in regard to their employability (i.e., they believe that they won't exist able to find culling employment). Moreover, transformational leadership should be positively linked to work-family enrichment, which in turn should lead to affective, normative, and perceived sacrifice commitment. Therefore, nosotros propose the following mediation hypotheses.

20 Hypothesis 3a: Work-family enrichment mediates a positive relationship betwixt transformational leadership and affective, normative, and perceived sacrifice delivery.

21 Hypothesis 3b: Work-family unit conflict mediates a negative relationship between transformational leadership and few alternatives commitment.

I.four. Residual effects of transformational leadership on organizational commitment

22 In addition to indirect relationships between transformational leadership and commitment components through piece of work-family enrichment and work-family unit conflict, it is likely that such leadership behaviors likewise exert directly effects on employee delivery. Both theory and empirical show suggest residuum associations between transformational leadership and commitment. For example, Korek et al. (2010) found a positive human relationship between transformational leadership and affective delivery amid master executive officers and subordinates of small-scale High german businesses. Similarly, Jackson, Meyer, and Wang (2013) showed, in their meta-analysis, that transformational leadership was positively associated with affective and normative commitment. These findings may exist explained by the fact that transformational leaders are closely engaged with subordinates (Avolio & Bass, 2002). Moreover, they inspire them to become beyond their self-interests and act for the good of the organization (Bass, 1985). Thus, they facilitate the alignment of followers' identities with the goals of the collective (i.e., melancholia commitment) and instill feelings of respect and loyalty (i.e., normative commitment) through emphasizing the importance of group values.

23 Transformational leaders contribute to enhancing employee self-development through considering employees' needs (i.e., individualized consideration), stimulating employees' creative thinking (i.eastward., intellectual stimulation), and by providing them with a sense of significant at piece of work (e.g., arcadian influence) (Bycio et al., 1995). These contributions and actions should be perceived as indications of valuable gifts from the organization (the leader acting on behalf of the organization). From a social exchange theory perspective (Cropanzano & Mitchell, 2005), it is likely that employees will and then reciprocate this positive treatment by developing an emotional attachment to their organization (i.due east., affective delivery) (Tse, Huang, & Lam, 2013). Similarly, such positive treatment by the leader may instill a need to return the favor, which is the basis of normative commitment (Meyer & Allen, 1991; Wiener, 1982). That is, based on the norm of reciprocity (Gouldner, 1960), these actions from the leader may create a sense of indebtedness among employees, leading to normative commitment. Thus, aside from actions on work-family integration, transformational leadership instills a sense of self-development and growth among employees, which can ultimately atomic number 82 to affective and normative delivery through social exchange and reciprocation mechanisms. Nosotros thus propose the following hypotheses.

24 Hypothesis 4a: Transformational leadership is positively related to affective and normative commitment.

25 Previous studies found positive links between transformational leadership and continuance commitment (e.g., Felfe, Yan, & Six, 2008), while others showed near zero or negative correlations between these two dimensions (e.chiliad., Rafferty & Griffin, 2004). According to Bentein, Vandenberghe, Vandenberg, and Stinglhamber (2005), the use of unidimensional measures of continuance commitment tin can explicate these inconsistent findings. Indeed, the 2 subcomponents of continuance commitment (i.e., perceived cede and few alternatives commitment) reverberate different mechanisms (e.k., Vandenberghe, Panaccio, & Ben Ayed, 2011). Based on conservation of resources theory (Hobfoll, 2002), Vandenberghe and Panaccio (2012) argued that perceived sacrifice commitment is characterized by a resourceful psychological state, while few alternatives commitment relates to resource drain (i.e., perceived threat to employment). Thus, the furnishings of transformational leadership should differ across perceived sacrifice and few alternatives delivery.

26 Specifically, transformational leaders respond to individual followers' needs by empowering them and tying their needs to the interests of the collective. Therefore, they may enhance the perceived benefits associated with organizational membership, and hence increase perceived cede commitment. In issue, transformational leadership tin can act equally a resource which is valued by employees. For example, transformational leaders engender positive emotions among followers (Chuang, Judge, & Liaw, 2012) and demonstrate empathy with regard to what followers experience in their work context, facilitating emotional regulation (Arnold, Connelly, Walsh, & Martin Ginis, in press). In add-on, these leaders provide other job resources such as role clarification and back up (note that all these resource differ from work-family enrichment). The human relationship between transformational leadership and perceived sacrifice delivery can thus be understood through the lens of conservation of resources theory (Hobfoll, 2002), which posits that individuals strive to maintain valued resource in order for them to be able to part in an optimal way at work. Hence, we expect to find a positive relationship between transformational leadership and perceived sacrifice commitment because such leadership would represent a valued advantage one would lose upon termination of the employment relationship. This leads to the following hypothesis.

27 Hypothesis 4b: Transformational leadership is positively related to perceived sacrifice commitment.

28 Reverse to perceived sacrifice delivery, few alternatives commitment is likely to decrease when employees work under the supervision of a transformational leader. Indeed, transformational leaders may instill a sense of confidence amongst followers because they aid them increase their skills (Tansky & Cohen, 2001). Specifically, transformational leadership may enhance employees' feelings of self-worth past heightening positive affect, optimism, hope, resiliency, and cocky-conviction (e.g., Peterson, Walumbwa, Byron, & Myrowitz, 2009), all of which are important resources that build employee resilience (Hobfoll, 2001). As self-worth plays a primal role in individuals' goal pursuit (Hobfoll & Leiberman, 1987) and as transformational leaders likely build such resources among employees, we would predict that such leaders will make employees experience more attractive to potential employers, and hence reduce the perception of lacking employment alternatives. Once more, this action is distinct from the 1 involving work-family unit conflict and leading up to lower few alternatives commitment. This leads to the following hypothesis.

29 Hypothesis 4c: Transformational leadership is negatively related to few alternatives commitment.

Two. Method

2.one. Participants and procedure

xxx The information for this study were collected by six undergraduate students. A survey questionnaire was completed past 600 employees (225 men and 375 women) from a variety of organizations (e.yard., manufacturing, telecommunications, etc.) located in France. A encompass letter explaining the study's purposes and stressing the value of participation accompanied the questionnaire. Completed questionnaires were returned to the undergraduate students (i.e., between 69 and 172 questionnaires per student). Respondents' ages ranged from xix to 62 years (Chiliad = 36.75; SD = 12.06), tenure in the arrangement ranged from 0.25 to 41 years (K = 9.82; SD = 10.32), and boilerplate tenure in the current job ranged from 0.25 to 41 years (Yard = 6.66; SD = 7.72). Seventeen participants (2.eight %) had no document or degree, 142 had a vocational preparation document (23.vii %), 130 had a high schoolhouse degree (21.7 %), and 311 had a university caste (51.8 %). Four hundred and fourscore participants were full-time workers (eighty.0 %). Five hundred and five participants were permanent workers (84.2 %) and 95 were temporary workers (15.8 %). Forty-four participants (7.3 %) worked in companies with fewer than 10 employees, 176 in companies with 11 to 49 employees (29.3 %), 165 in companies with l to 249 employees (27.five %), 63 in companies with 250 to 499 employees (10.5 %), and 152 in companies with more than 500 employees (25.3 %).

II.2. Measures

31 Transformational leadership. Transformational leadership (east.k., "My supervisor encourages thinking about problems in new means and questions assumptions") was assessed with the 7-item transformational leadership scale (α = .96) developed by Carless, Wearing, and Mann (2000). Responses were given on a 7-signal scale ranging from 1 (totally disagree) to 7 (completely agree). Prior studies reported acceptable psychometric properties for this scale (e.g., Munir, Nielsen, Garde, Albertsen, & Carneiro, 2012).

32 Work-dwelling interaction. Work-family unit conflict (viii items, α = .89; due east.g., "You are irritable at abode because your work is demanding") and work-family enrichment (4 items, α = .83; "After a pleasant working 24-hour interval/working week, yous feel more in the mood to appoint in activities with your spouse/family/friends") were measured via ii subscales from the French version of the Survey Work-Abode Interaction-Nijmegen (SWING; Lourel, Gana, & Wawrzyniak, 2005). Responses were anchored on a 5-indicate Likert-type scale ranging from i (strongly disagree) to five (strongly concur). Past research has reported good internal consistency for these scales (e.g., Lourel, Ford, Gamassou, Guéguen, & Hartmann, 2009).

33 Organizational commitment. Affective (6 items, α = .92; e.g., "I feel emotionally attached to this arrangement"), normative (6 items, α = .91; e.thousand., "I think I would exist guilty if I left my current organization at present"), perceived sacrifice (iii items, α = .84; due east.g., "I would not leave this organization because of what I would stand to lose"), and few alternatives (3 items, α = .87; e.m., "I feel that I have too few options to consider leaving this organization") commitments were assessed with the items used by Bentein et al. (2005). Responses were given on a 5-indicate scale ranging from i (strongly disagree) to 5 (strongly agree). These subscales take demonstrated adept reliability and validity in prior research (e.g., Bentein et al., 2005; Lapointe, Vandenberghe, & Boudrias, 2013).

3. Results

Iii.1. Confirmatory factor analyses

34 Nosotros starting time conducted a confirmatory cistron analysis on the electric current information. The maximum likelihood estimation method was employed and the assay was conducted using a covariance matrix. The theoretical model comprised transformational leadership, work-family conflict, work-family unit enrichment, affective commitment, normative commitment, perceived cede commitment, and few alternatives commitment as latent variables and their corresponding indicators. This model obtained proficient fit to the data, χ2 (577) = 1003.91, p < .001, IFI = .97, TLI = .97, CFI = .97, RMSEA = .04. This model was significantly superior to simpler six-factor models that were obtained through combining factors on a two-by-two basis (∆χ2 = 691.49 to 2818.67, ∆df = 6, p < .001).

35 We likewise addressed the issue of mutual method variance following Podsakoff, MacKenzie, Lee, and Podsakoff'south (2003) recommendations. First, the Harman'due south single gene test revealed a poor fit to the data, χ2 (598) = 6900.35, p < .001, IFI = .60, TLI = .55, CFI = .60, RMSEA = .xiii. Second, we tested a model including an orthogonal latent method gene in improver to the theoretical factors. Items were immune to load on their theoretical constructs, equally well as on a latent mutual method variance factor. The fit of that model was adequate: χtwo (540) = 895.52, p < .001, IFI = .98, TLI = .97, CFI = .98, RMSEA = .03, and improved over the theoretical model: ∆χ2 (37) = 108.39, p < .001. However, the method factor deemed for only 9 percentage of the total variance among the items. This suggests that our theoretical model was feasible and that method bias was limited. Table 1 displays the correlations and descriptive statistics for the study. All the correlations were in the expected direction and provided preliminary back up for our hypotheses.

III.2. Hypothesis tests

36 Our hypotheses were tested using structural equations modeling. Work-family unit conflict and enrichment were divers as partial mediators betwixt transformational leadership and commitment components (meet Figure 1). The hypothesized model yielded a good fit to the data: χ2 (588) = 1298.28, p < .001, IFI = .96, TLI = .95, CFI = .95, RMSEA = .05. Nosotros next tested two nested, alternative models. In the start one, nosotros removed the paths from transformational leadership to affective, normative, perceived cede, and few alternatives delivery (i.due east., a fully mediated model). This model had a worse fit than the theoretical model, ∆χ2 (iv) = 356.80, p < .001. The second alternative model added the following paths to the theoretical model: (a) a path from piece of work-family enrichment to few alternatives commitment and (b) paths from work-family disharmonize to melancholia, normative, and perceived cede delivery. This model tested the idea that the two work-family constructs impact all commitment components uniformly. This model did not ameliorate significantly over the theoretical model, ∆χ2 (four) = 7.27, ns, and none of the added paths were significant. Overall, these findings suggest the best fitting model was the theoretical model (see Effigy one).

37 Transformational leadership was positively linked to work-family unit enrichment (β = .13, p < .01), affective commitment (β = .55, p < .001), normative delivery (β = .39, p < .001), and perceived sacrifice commitment (β = .28, p < .001), and was negatively associated with work-family conflict (β = -.17, p < .001) and few alternatives commitment (β = -.23, p < .001). Hypotheses 1a-b and 4a-c are thus supported. Moreover, work-family enrichment was positively linked to melancholia commitment (β = .nineteen, p < .001), normative commitment (β = .13, p < .01), and perceived sacrifice delivery (β = .10, p < .05). Hypotheses 2a-b are thus supported. Finally, work-family disharmonize was positively linked to few alternatives commitment (β = .18, p < .001). Hypothesis 2c is thus also supported.

Table 1. Correlation Matrix and Descriptive Statistics for the Report Variables

Table ane. Correlation Matrix and Descriptive Statistics for the Study Variables

Note. Alpha values are on the diagonal in parentheses. All variables were measured on a v-betoken scale (1-5) with the exception of the transformational leadership scale which was assessed using a seven-point scale (1-7).
*p < .05; **p < .01; ***p < .001.

Effigy one. Results from the Structural Equation Assay. All relationships are significant (p < .05).

Figure 1. Results from the Structural Equation Assay. All relationships are meaning (p < .05).

38 A bootstrapping approach (Preacher & Hayes, 2008) was used to confirm the mediating function of work-family conflict and enrichment in the relationship between transformational leadership and delivery components. Bootstrapping is a statistical method that randomly constructs a number of resamples of the original sample in guild to estimate parameters. In the present report, the 95 % and 99 % confidence intervals (CIs) of the indirect effects were obtained with 1,000 bootstrapped resamples. These analyses revealed that the indirect effects of transformational leadership on affective, normative, and perceived sacrifice commitment through work-family enrichment were all significant and positive: .03 (CI = .00, .05, p < .01) for melancholia commitment, .02 (CI = .00, .06, p < .01) for normative commitment, and .01 (CI = .00, .04, p < .05) for perceived cede delivery. Hypothesis 3a is thus supported. Bootstrap analyses also revealed that the indirect effect of transformational leadership on few alternatives delivery through work-family conflict was significantly negative: -.03 (CI = -.07, -.01, p < .01). The latter result is consistent with Hypothesis 3b.

Iv. Discussion

39 This written report examined work-family disharmonize and enrichment as mechanisms that partly explicate the relationship of transformational leadership to affective, normative, perceived sacrifice, and few alternatives commitment. Findings betoken that work-family unit enrichment and work-family conflict deed every bit mediators in some of these relationships but that balance relationships remained between transformational leadership and commitment components. These findings accept theoretical and practical implications that are discussed below.

Four.1. Theoretical implications

twoscore Beginning, transformational leadership was positively related to affective, normative, and perceived sacrifice commitment, and was negatively associated with few alternatives commitment. These results are in line with findings reported in past research (Jackson et al., 2013; Korek et al., 2010). The positive link between transformational leadership and affective delivery can be explained by the fact that transformational leaders create a compelling vision that facilitates employees' identification with, and interest in, the arrangement. Transformational leadership was also positively associated with normative commitment because transformational leaders value their subordinates and transcend their self-interests for the skilful of the arrangement, hence instill a sense of obligation (see Avolio & Bass, 2002). Moreover, the positive link between transformational leadership and perceived cede commitment makes sense equally transformational leaders build work environments that are perceived every bit resourceful by followers. If these employees were deciding to exit the system, it is likely that they would experience a sense of loss. Finally, transformational leadership was negatively related to few alternatives commitment. In event, when followers piece of work for a transformational leader, they have higher perceptions of their value on the labor market considering such leadership likely enhances individuals' self-confidence. Very few studies (for an exception, encounter Gillet & Vandenberghe, 2014) accept examined the relationships betwixt transformational leadership and the two components of constancy commitment, and the present research confirms that distinguishing among perceived cede and few alternatives commitment is specially of import as the direction of the link with transformational leadership differed beyond these forms of constancy delivery. Notwithstanding, further investigation is needed to analyze which motivational mechanisms business relationship for transformational leadership's effect on perceived sacrifice and few alternatives delivery.

41 Second, transformational leadership was negatively related to work-family disharmonize and positively related to work-family enrichment. Although previous research on the links betwixt employees' perceptions of transformational leadership and piece of work-dwelling interaction has been quite express (Munir et al., 2012), these findings are nonetheless consistent with emerging evidence in this area (eastward.k., Hammond et al., 2015; Zhang et al., 2012). More generally, the current study is one of the first to show that transformational leadership is significantly related to both work-family conflict and enrichment. These relationships may be explained past the fact that transformational leadership acts as a job resource (see Grzywacz et al., 2007; Gupta, Huang, & Yayla, 2011) because transformational leaders provide support to employees, respond to their personal needs, and enhance their well-being. These leaders are also able to enhance self-confidence among teammates and cooperation in the workplace (Avolio & Bass, 2002), thereby increasing workers' ability to conciliate work and family demands (Grzywacz & Marks, 2000).

42 Third, work-family unit enrichment was positively associated with affective, normative, and perceived cede commitment, while work-family conflict was positively related to few alternatives commitment. These results are consistent with past enquiry suggesting positive linkages between work-family enrichment and affective and normative commitment (Allen et al., 2000; Odle-Dusseau et al., 2012). From a social substitution theory perspective (Cropanzano & Mitchell, 2005), employees enjoying piece of work-family enrichment are inclined to return the favor through positive attitudes towards the system such as affective commitment. Based on the norm of reciprocity (Gouldner, 1960), piece of work-family enrichment illustrates positive treatment past the organization, hence leads to a sense of indebtedness (i.e., normative commitment). In addition, work-family enrichment was positively related to perceived sacrifice delivery, suggesting that it instills the perception that leaving the organization could be plush, hence reducing the willingness to seek employment in another arrangement (Mallol et al., 2007). Finally, work-family conflict acted as a potential stressor that increased the feet associated with finding employment in another organization (.i.due east., few alternatives commitment) (Abraham, 1999). Overall, this study provides useful additions to the literature every bit it looked at the effects of work-family unit conflict and enrichment on four components of organizational commitment.

43 Finally, the present research contributes to increasing our understanding of the explanatory mechanisms through which transformational leadership relates to employees' organizational commitment. Indeed, the relationships between transformational leadership and the iv commitment components were partially mediated by piece of work-family disharmonize and enrichment. On one manus, work-family enrichment mediates a positive relationship between transformational leadership and melancholia, normative, and perceived cede commitment. Transformational leaders may come up to increment piece of work-family enrichment by focusing on the broader contributions of employees to the organization (rather than on the time spent at work), creating weather that contribute to adjustment workers' identities and values with the goals and values of the organization, and helping followers to develop their competencies (Avolio & Bass, 2002). In doing so, these leaders would make employees' jobs more meaningful and developmental, which should contribute to enriching employees' lives in general. Ultimately, such work-family enrichment would foster the quality of the substitution relationship with the organization, leading to more affective commitment, just would too instill feelings of respect and loyalty and create a sense of indebtedness (i.eastward., normative commitment), as well equally enhancing the perceived advantages/resource associated with organizational membership (i.e., perceived sacrifice delivery). Information technology is thus likely that value alignment, autonomy building, and inspiring influence explain why piece of work-family enrichment partly mediates the relationship of transformational leadership to melancholia, normative, and perceived cede commitment.

44 On the other hand, work-family conflict partially mediated a negative relationship between transformational leadership and few alternatives commitment. Indeed, transformational leaders provide support to workers and can answer positively to their requests for accommodating their family obligations. In other words, these leaders are attentive to employees' needs and try to maximize the compatibility of work and family unit demands. In this case, the participation in the work and family roles is easier and work-family disharmonize is lower (Greenhaus & Beutell, 1985). In addition, transformational leaders may help subordinates develop skills and abilities that facilitate resolving the conflicts betwixt piece of work and family demands. For instance, being more skillful, subordinates would be able to encounter task demands more efficiently, because they have resources to handle the demands of their jobs (Hobfoll, 2002), thereby freeing time for the family. The improvement of skills associated with reduced piece of work-family conflict and its concomitant increase in cocky-confidence would lead subordinates to perceive more than job opportunities, and hence would decrease few alternatives commitment (see Vandenberghe & Panaccio, 2012). In other words, information technology would instill a sense of confidence amidst followers in regard to their employability and reduce their perception that they would be unable to find culling employment (i.eastward., few alternatives delivery).

45 More than generally, the present results are in line with the positive furnishings of transformational leadership reported in past research (eastward.g., Walumbwa et al., 2005). Moreover, recent studies identified some of the psychological mechanisms that underlie the positive relationships between transformational leadership and melancholia and normative delivery (eastward.g., Chan & Mak, 2014; Kovjanic, Schuh, Jonas, Van Quaquebeke, & Van Dick, 2012). For instance, Kim and Kim (2015) demonstrated that procedural justice partially mediated the human relationship between transformational leadership and affective delivery. Fernet, Trépanier, Austin, Gagné, and Forest (2015) also plant a significant indirect relationship of transformational leadership to affective commitment through chore resources and autonomous motivation.

46 The nowadays findings extend past research in several important ways. First, numerous studies have examined the directly and indirect effects of transformational leadership on affective and normative commitment (see Jackson et al., 2013) merely the relationship of transformational leadership to continuance commitment has received limited empirical attention. Second, the few studies that have investigated the psychological mechanisms through which transformational leaders may promote employees' continuance commitment (due east.g., Korek et al., 2010) did non distinguish between perceived cede and few alternatives commitment. Finally, this written report is an initial attempt at looking at the mediating role of work-family interaction between transformational leadership and four forms of organizational delivery.

IV.ii. Practical implications

47 Our work highlights the value of decreasing the level of work-to-family unit conflict and enhancing work-family enrichment. One way of achieving this would be to encourage transformational leadership behaviors amidst supervisors. In addition, transformational leadership positively relates to positive forms of zipper to the organization (i.due east., affective, normative, and perceived sacrifice commitment) and is negatively associated with negative delivery (i.east., few alternatives commitment). Meta-analytic reviews accept also reported positive links of affective and normative delivery to well-being and job operation (east.g., Meyer et al., 2002), while by studies showed that perceived sacrifice and few alternatives commitment positively and negatively related to these outcomes, respectively (e.g., Landry & Vandenberghe, 2012). Finally, work-family conflict has been found to be positively associated with stress and exhaustion, and to exist negatively related to piece of work satisfaction and operation (e.g., Amstad, Meier, Fasel, Elfering, & Semmer, 2011), while work-family enrichment has been reported to chronicle positively to job satisfaction and physical/mental health (McNall et al., 2010). In light of this, the actions of transformational leaders appear to gear up the phase for employee well-beingness and performance through enacting positive forms of work-home interaction and commitment.

48 Practitioners and homo resources specialists may work at building management development programs that encourage supervisors to exert trustful relationships with their teams, enhance subordinates' sense of the collective interests, and help employees to achieve collective goals (Avolio & Bass, 2002). Importantly, managers can be trained at developing transformational leadership skills (e.1000., Brown & May, 2012). For example, in a quasi-experimental study conducted by Parry and Sinha (2005), transformational leadership behaviors were more frequent amid individuals who followed a training program focusing on the evolution and learning of a multifariousness of leadership skills including coaching, reflection upon experiences, self-analysis, and cocky-planning of leadership activities. In addition, followers' extra endeavour and satisfaction with their leader were improved as a upshot of the training. More than generally, organizations should exist encouraged to develop leadership programs for their managers (run across also Ladegard & Gjerde, 2014), specially with a focus on how they tin help subordinates manage the piece of work-family unit interface (eastward.g., piece of work schedules) and make the two worlds uniform and/or enriching. This may consequence in increases in positive forms of commitment.

49 Notwithstanding, some employees such as newcomers may react less positively to transformational leadership because they need more directive supervision regarding the job to be done, and hence could be more comfortable being supervised by transactional leaders. In add-on, Anderson and Dominicus (2015) examined the possibility of a potential downside to leader encouragement if the leader exercises a transformational leadership manner. Results revealed that leaders' encouragement was less constructive when the leader was seen equally more transformational. More than generally, while research has shown the positive effects of transformational leadership, in that location is a growing stream of enquiry that demonstrates certain disadvantages associated with this style of leadership (e.g., Resick, Weingarden, Whitman, & Hiller, 2009; Tourish, 2013). Tourish (2014) also argued that transformational leadership behaviors are not advisable in the electric current and future business context as ability must exist shared with followers. Future enquiry identifying the moderating variables on the relationships between transformational leadership and work outcomes would announced in order.

IV.3. Limitations and hereafter enquiry

50 This study has several limitations that should be acknowledged. Beginning, our data were cross-sectional, precluding any conclusions regarding causal processes. Longitudinal and experimental studies would be needed to replicate the present results and provide a better agreement of the dynamic relationships among our variables. Second, although transformational leadership has oft been considered as a multidimensional construct, the literature has rarely examined the effects of the dimensions separately (van Knippenberg & Sitkin, 2013). Saboe, Taing, Mode, and Johnson (2015) have recently shown that the mediating mechanism underlying the human relationship betwixt transformational leadership and outcome variables differed across leadership dimensions (i.eastward., providing support and emphasizing group goals). Therefore, future research would benefit from testing relationships between specific dimensions of transformational leadership (i.e., idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration; run into Avolio & Bass, 2002), work-family interaction, and organizational commitment.

51 Third, we only assessed ane leadership style (i.e., transformational leadership). Future inquiry should examine the impact of other leadership styles (e.chiliad., management by exception, laissez-faire leadership) on work-family interaction and organizational commitment. 4th, as our measure of transformational leadership was in the eye of the beholder (i.e., employees), time to come research might do good from combining both leaders' and employees' perspectives in order to develop more valid representations of leader behaviors. This method is used in a number of studies (eastward.g., van der Kam, van der Vegt, Janssen, & Stoker, 2015) to minimize the possible biases associated with common method variance. Fifth, it would exist interesting in the future to investigate other mediators likewise piece of work-family interaction (eastward.g., job crafting, demand for recovery, leadership effectiveness) to explain the positive furnishings of transformational leadership. Sixth, we did not await at the determinants of leadership behaviors. Information technology would be worth doing so as this would help determine how such leadership can be developed. For example, trait affectivity, cognitive abilities, and personality are potential antecedents of transformational leadership. Finally, although organizational culture and structural characteristics similarly relate to organizational commitment beyond countries (e.g., Meyer et al., 2012), information technology would be interesting to decide if work-habitation interaction similarly acts as a universal mediator between transformational leadership and commitment.

V. Conclusion

52 Nosotros examined (a) the links between transformational leadership, work-family interaction (i.e., conflict and enrichment), and four forms of organizational commitment (i.eastward., affective, normative, perceived cede, and few alternatives commitment), and (b) whether work-family interaction mediated the transformational leadership-commitment relationships. Results revealed that work-family unit disharmonize and enrichment partly explain the relationship betwixt transformational leadership and employee commitment. We hope the nowadays findings volition incite researchers to further probe into the mechanisms through which transformational leaders influence employee behaviors in the workplace.

Français

Leadership transformationnel, conflit et enrichissement travail-famille, et attachement

Bien que les liens entre le leadership transformationnel et l'attachement organisationnel soient bien documentés, peu de recherches ont été menées sur les mécanismes explicatifs de ces relations. Dans cette étude, nous proposons que les relations entre le leadership transformationnel et 50'attachement organisationnel soient médiées par le conflit et fifty'enrichissement travail-famille. Un questionnaire a été distribué à 600 salariés (225 hommes et 375 femmes) de plusieurs entreprises françaises. Des analyses en équations structurelles ont montré que les relations entre le leadership transformationnel et quatre composantes de fifty'attachement organisationnel (i.e., attachement affectif, attachement normatif, attachement par sacrifice perçu et attachement par manque d'alternatives) sont partiellement médiées par le conflit et l'enrichissement travail-famille. En adoptant des comportements de leadership transformationnel, les managers peuvent améliorer les interactions entre les sphères professionnelle et privée et indirectement faciliter le développement de formes positives d'attachement organisationnel (attachement affectif, attachement normatif, attachement par sacrifice perçu), tout en réduisant le conflit travail-famille et fifty'attachement par manque d'alternatives.

Mots-clés

  • leadership transformationnel
  • interaction travail-famille
  • conflit travail-famille
  • enrichissement travail-famille
  • attachement organisationnel
  1. I. Introduction
    1. I.1. Transformational leadership and Work-Habitation Interaction
    2. I.2. Piece of work-home interaction and organizational commitment
    3. I.3. Indirect effects of transformational leadership on organizational commitment
    4. I.4. Residual effects of transformational leadership on organizational commitment
  3. 2. Method
    1. II.1. Participants and process
    2. II.2. Measures
  5. Iii. Results
    1. Iii.1. Confirmatory factor analyses
    2. Three.ii. Hypothesis tests
  7. IV. Word
    1. IV.ane. Theoretical implications
    2. IV.two. Applied implications
    3. Iv.3. Limitations and future enquiry
  9. V. Decision

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Nicolas Gillet[1]

  • [1]

    Université François-Rabelais de Tours, French republic – e-mail : nicolas.gillet@univ-tours.fr

Evelyne Fouquereau[two]

  • [2]

    Université François-Rabelais de Tours, France – e-mail : evelyne.fouquereau@univ-tours.fr

Tiphaine Huyghebaert[three]

  • [iii]

    Université François-Rabelais de Tours, France – e-mail : tiphaine.huyghebaert@univ-tours.fr

Christian Vandenberghe[four]

  • [4]

    HEC Montréal, Québec, Canada – e-mail : christian.vandenberghe@hec.ca

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