Perceived leadership integrity and organisational commitment
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Date
2020
Journal Title
Journal ISSN
Volume Title
Publisher
Journal of Management Development
Abstract
The purpose of this paper is to investigate the extent to which perceived leadership integrity
influences changes in organisational commitment. The premise of the study is the argument that non-financial
rewards alleviate the challenges associated with low levels of commitment in economies that are riddled with
incessant situations of economic scarcity.
Design/methodology/approach – An explanatory study approach was adopted to investigate the
envisaged linkage between the study variables from a socio-psychological perspective.
Findings – The results of the study establish that perceived leadership integrity significantly influences
variations in commitment among organisational employees.
Research limitations/implications – The study results provide a reason for firms to invest more resources
towards promoting honesty among organisational leaders. The findings of the study support the idea that
perceived integrity of an organisation’s leadership generates a sustainable win–win position not only between
the organisation and employees, but also among the leaders and subordinates.
Practical implications – Organisations must regularly consider the drivers of organisational commitment
and pay sufficient attention to non-financial drivers. As advanced by this study, a very important yet
economical way of effecting such a strategy is through instituting measures that sustainably create a
perception among employees that organisational leaders execute their duties with the utmost integrity.
Originality/value – This article has both empirical and theoretical value. Empirically, this work is the first of
its kind aimed at investigating the effect of perceived leadership integrity on organisational commitment
within Uganda’s hospitality setting. Theoretically, the study extends the versatility of the hierarchy of needs
theory by clarifying that higher-level needs offer a basis for explaining the effect of psychological processes (in
this case, perceived leadership integrity) on behavioural changes (in this case, organisational commitment).
Description
Keywords
Perceived leadership integrity, Organisational commitment, B-needs, Human resource
Citation
Nangoli, S., Muhumuza, B., Tweyongyere, M., Nkurunziza, G., Namono, R., Ngoma, M., & Nalweyiso, G. (2020). Perceived leadership integrity and organisational commitment. Journal of Management Development, 39(6), 823-834. DOI 10.1108/JMD-02-2019-0047