Employee power needs, leadership, and employee organizational commitment
A case study of high‐tech enterprises
Bibliographic Data
| ID | 7169287 |
|---|---|
| Authors | Ao Zhang (0000-0002-6585-5355, School of Accounting Jilin University of Finance and Economics Changchun China), Xiaoqi Shi (School of Economics and Management Dalian University of Technology Dalian China), Xiaomin Du (0009-0006-8186-7934, International Business School Hainan University Haikou China, corresponding author), Murong Miao (0000-0002-4849-1991, Marketing, College of Business Northern Michigan University Marquette Michigan USA), Feifei Li (0000-0001-9709-8937) |
| Year | 2025 |
| Volume | 42 |
| Issue | 4 |
| Pages | 1245-1262 |
| Publication date | 2025-07-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Systems Research and Behavioral Science (JOURNAL) |
| Journal identifiers | ISSN: 1092-7026 • E-ISSN: 1099-1743 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/sres.3078 |
| OpenAlex | W4403171777 |
| Language | EN |
| Citations received | 1 |
| References cited | 25 |
Industry 4.0 brings opportunities and challenges to organizations. Studies have shown that employees with higher power needs have a higher level of organizational commitment, which is also affected by transactional leadership. However, existing studies lack effective conversion pathways and do not adapt to the new environment of Industry 4.0. From a systematic perspective, this paper covers eight high‐tech fields, such as electronic information, biotechnology, and medicine, and establishes a comprehensive model. We use multi‐level regression analysis and the bootstrap method to explore the transformation path of employee power needs to organizational commitment. The results show that in high‐tech enterprises, employee power needs positively affect out‐of‐role behaviours, and there is also a positive correlation between out‐of‐role behaviour and organizational commitment. In addition, employee out‐of‐role behaviours play mediating roles. Transactional leadership moderates the relationship between out‐of‐role behaviours and organizational commitment. This study explains (1) the driving force of employee power needs on out‐of‐role behaviours and (2) the complexity of changing organizational commitments, and expands the adjustment path of leadership. This study considers the enterprise as a system that helps various departments carry out collaborative actions and produce a synergistic effect, thereby improving the organizational commitment of employees and the overall effectiveness of the enterprise. It is of great significance to the management optimization and leader motivation of high‐tech enterprises, especially Industry 4.0 strategic emerging enterprises. In the future, we can also develop a system for leadership and employee power needs to help organizations analyse organizational commitment to improve organizational efficiency
Business · Business administration · Economics · Employee engagement · Employee research · High tech · Knowledge management · Management · Organizational commitment · Political science · Public relations · Computer Science · Human Resource and Talent Management · Job Satisfaction and Organizational Behavior · Quality and Supply Management
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| Citations per year | 1 |
|---|---|
| Citation span | 2025 - 2025 (1) |
| Highly cited | No |