Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms

✍ Scribed by Fred O. Walumbwa; Bani Orwa; Peng Wang; John J. Lawler

• Publisher: John Wiley and Sons
• Year: 2005
• Tongue: English
• Weight: 147 KB
• Volume: 16
• Category: Article
• ISSN: 1044-8004
• DOI: 10.1002/hrdq.1135

✦ Synopsis

This study explores the nature of the relationship between transformational leadership and two work-related attitudes, organizational commitment and job satisfaction, by comparing Kenya and the United States. The results show that transformational leadership has a strong and positive effect on organizational commitment and job satisfaction in both cultures. Simultaneous factor analyses in several populations (SIFASP), using AMOS maximum likelihood procedure, provides evidence of conceptual and measurement equivalence for all three measures (transformational leadership, organizational commitment, and job satisfaction) employed in this study.

Most organizations today face tremendous challenges, including an uncertain economy, continued globalization of markets, hostile takeovers, and rapidly advancing technology. Despite increasing globalization of business, there is still a dearth of cross-cultural comparative research to answer complex questions faced by organizations in an increasingly complex and fast-changing world (Kuchinke, 1999). In the field of international human resource development (HRD) and human resource management (HRM), this problem is mostly felt in Africa (Mendonca & Kanungo, 1990;Walumbwa & Lawler, 2003). For example, in an entire special issue on international and cross-cultural leadership