Military Psychology · 2003 · 169 citations · 27 references
ManagementLeadershipOrganizational BehaviorCross-cultural LeadershipLeadership TheoryOrganizational LeadershipLeader-follower RelationshipsLeadership EffectivenessLeadership StylesOrganizational CommitmentAffective Organizational CommitmentAntecedents Of Organizational CommitmentConsequences Of Organizational CommitmentContinuance Organizational CommitmentGender Differences In LeadershipNormative Organizational Commitment
AbstractThe purpose of this study was to examine some antecedents and some consequences of organizational commitment as conceptualized by CitationMeyer and Allen (1991). Specifically, gender, ethnicity, branch of the Army, and perceptions of tokenism (e.g., isolation and stereotyping) were examined as antecedents of organizational commitment. Peer-rated leadership performance served as the outcome measure of affective (AC), continuance (CC), and normative commitment (NC). Findings indicated ethnic differences in AC and CC, gender differences in CC, and Army branch differences in AC and NC. Perceived tokenism was associated with lower levels of AC and NC and higher levels of CC. Finally, higher levels of AC and NC predicted higher leadership evaluations, whereas higher levels of CC were associated with lower leadership evaluations.
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