Leadership and Satisfaction in Change Commitment

Bibliographic Data

ID13662011
AuthorsYi‐Feng Yang (Shu-Te University, corresponding author), Yi-Feng Yang (Shu-Te University)
Year2011
Volume108
Issue3
Pages717-736
Publication date2011-06-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenuePsychological Reports (JOURNAL)
Journal identifiersISSN: 0033-2941 • E-ISSN: 1558-691X
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.2466/01.28.pr0.108.3.717-736
PMID21879618
OpenAlexW2043434421
LanguageEN
Citations received7
References cited59

Managerial transformational leadership skills may directly influence banking counter staff toward change commitment and improve job satisfaction and service quality, or the influence instead may be mediated by change commitment. For a sample comprised of 246 managers from four large Taiwanese banks, the following path relationships were tested: (1) the association of transformational leadership with change commitment, (2) the association of change commitment with job satisfaction, and (3) the direct or indirect (through the mediation of change commitment) effect of transformational leadership on job satisfaction. Regression was utilized to gain insight into the effects of transformational leadership and change commitment on job satisfaction. Transformational leadership may foster change by providing psychological support to the banking counter staff, enabling them to use their skills to meet the needs of individual customers in response to complex environments

Job satisfaction · Mediation · Organizational commitment · Path analysis (statistics · Political science · Transactional leadership · Transformational leadership · Customer Service Quality and Loyalty · Job Satisfaction and Organizational Behavior · Organizational Leadership and Management Strategies · Psychology · Social Psychology