E-Book: The Power of Influence: Managerial Behaviors and Organizational Commitment
Organizational Commitment holds the distinct interest of CEO’s and researchers today as much as it did more than 50 years ago. From as early as 1974 scholars such as Porter, Steers, Mowday and Boulian have been interested in determining what causes employees to respond positively to their employing organization. These scholars posit that organizational commitment explained this occurrence and that it showed up in the degree to which the individual agrees, accepts and internalizes the goals, characteristics and perspectives of the organization.
The willingness and belief that employees may act, demonstrate their commitment to the company (Lee, 2001). It is believed that employees pursue corporate goals from two perspectives, (1) action preparedness and motivation, as well as (2) self-efficacy or self-mastery. Managers in defined positions influence employee acceptance of corporate goals and attitudes.
This study focused on the impact of the manager’s influence on the subordinate to accept and agree to carry out organizational goals and perspectives, in other words, subordinates’ degree of organizational commitment. Using the leader-member theory, an attempt was made to investigate the question of how the quality of the relationship between manager and subordinate impacted the subordinate’s level of agreement, acceptance and desire to perform the organizational goals and act in the best interest of the organization.
Based on the research conducted within a financial services organization in the western Caribbean Islands, it was found that two (exchange and coalition) of the eleven influence behaviors utilized by managers significantly affected subordinates’ degree of organizational commitment.
Offered herein, is valuable knowledge to be gained by managers on how they could better understand and exercise their influence behaviors effectively as well as several organization development recommendations for use as corrective actions.
Organizational Commitment holds the distinct interest of CEO’s and researchers today as much as it did more than 50 years ago. From as early as 1974 scholars such as Porter, Steers, Mowday and Boulian have been interested in determining what causes employees to respond positively to their employing organization. These scholars posit that organizational commitment explained this occurrence and that it showed up in the degree to which the individual agrees, accepts and internalizes the goals, characteristics and perspectives of the organization.
The willingness and belief that employees may act, demonstrate their commitment to the company (Lee, 2001). It is believed that employees pursue corporate goals from two perspectives, (1) action preparedness and motivation, as well as (2) self-efficacy or self-mastery. Managers in defined positions influence employee acceptance of corporate goals and attitudes.
This study focused on the impact of the manager’s influence on the subordinate to accept and agree to carry out organizational goals and perspectives, in other words, subordinates’ degree of organizational commitment. Using the leader-member theory, an attempt was made to investigate the question of how the quality of the relationship between manager and subordinate impacted the subordinate’s level of agreement, acceptance and desire to perform the organizational goals and act in the best interest of the organization.
Based on the research conducted within a financial services organization in the western Caribbean Islands, it was found that two (exchange and coalition) of the eleven influence behaviors utilized by managers significantly affected subordinates’ degree of organizational commitment.
Offered herein, is valuable knowledge to be gained by managers on how they could better understand and exercise their influence behaviors effectively as well as several organization development recommendations for use as corrective actions.
Organizational Commitment holds the distinct interest of CEO’s and researchers today as much as it did more than 50 years ago. From as early as 1974 scholars such as Porter, Steers, Mowday and Boulian have been interested in determining what causes employees to respond positively to their employing organization. These scholars posit that organizational commitment explained this occurrence and that it showed up in the degree to which the individual agrees, accepts and internalizes the goals, characteristics and perspectives of the organization.
The willingness and belief that employees may act, demonstrate their commitment to the company (Lee, 2001). It is believed that employees pursue corporate goals from two perspectives, (1) action preparedness and motivation, as well as (2) self-efficacy or self-mastery. Managers in defined positions influence employee acceptance of corporate goals and attitudes.
This study focused on the impact of the manager’s influence on the subordinate to accept and agree to carry out organizational goals and perspectives, in other words, subordinates’ degree of organizational commitment. Using the leader-member theory, an attempt was made to investigate the question of how the quality of the relationship between manager and subordinate impacted the subordinate’s level of agreement, acceptance and desire to perform the organizational goals and act in the best interest of the organization.
Based on the research conducted within a financial services organization in the western Caribbean Islands, it was found that two (exchange and coalition) of the eleven influence behaviors utilized by managers significantly affected subordinates’ degree of organizational commitment.
Offered herein, is valuable knowledge to be gained by managers on how they could better understand and exercise their influence behaviors effectively as well as several organization development recommendations for use as corrective actions.