Relational commitments in employee-supervisor dyads and employee job performance

This is a member only resource

Become a Member » Log In »
Relational commitments in employee-supervisor dyads and employee job performance
The Leadership Quarterly

We investigated employee commitment to the supervisor and supervisor commitment to the employee within employee–supervisor dyads. We examined the relationships among four commitment mindsets (affective normative continuance-sacrifices and continuance-alternatives) across members of the dyads and their relationships to employee job performance. Using a sample of 300 employee–supervisor dyads from health care organizations HLM analyses revealed that supervisor positive commitments (i.e. affective normative continuance-sacrifices) generally related significantly to employee positive commitments. Moreover supervisor commitment moderated the relationship of employee affective commitment to job performance such that when supervisor affective normative and continuance-sacrifices commitments were high the relationship between employee affective commitment and performance was weaker. We discuss the implications of these findings for the understanding of employee–supervisor relationships.

Citation: 
The Leadership Quarterly Volume 23, Issue 3, June 2012, Pages 293–308

Become a Member

The IOC is a global community of coaches.

Join

Contact Us

  • Institute of Coaching
  • McLean Hospital
  • 115 Mill Street, Mail Stop 314
  • Belmont, MA 02478
  • Phone: 617-767-2670
  • [email protected]