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How Can Leaders Make Their Followers to Commit to the Organization? The Importance of Influence Tactics

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  • Shakti Chaturvedi
  • Irfan A. Rizvi
  • Enias Thomas Pasipanodya

Abstract

Transformational leaders have the potential to influence their followers to work beyond their normal capacities at the workplace and show resolute loyalty towards the organizational objectives. Although numerous studies have explored the relationship between transformational leadership and employee’s affective organizational commitment, what causes or mediates this relationship is yet to be explored. Therefore, the present study intends to explore the mediating role of influence tactics in explaining the relationship between transformational leadership and the follower’s organizational commitment. This study was conducted using reliable and validated instruments for data collection on a sample of 352 professionals working in various iron and steel firms across Chhattisgarh in India. The collected data were analyzed using SPSS 18. The analysis reveals transformational leadership having a significant positive relationship with follower’s affective organizational commitment. The findings of this study also reported that the two influence tactics (rationality and inspirational appeal) partially mediates the relationship between transformational leadership and affective organizational commitment.

Suggested Citation

  • Shakti Chaturvedi & Irfan A. Rizvi & Enias Thomas Pasipanodya, 2019. "How Can Leaders Make Their Followers to Commit to the Organization? The Importance of Influence Tactics," Global Business Review, International Management Institute, vol. 20(6), pages 1462-1474, December.
    • Handle: RePEc:sae:globus:v:20:y:2019:i:6:p:1462-1474
    DOI: 10.1177/0972150919846963
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    References listed on IDEAS

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    1. Ansari, Mahfooz A. & Kapoor, Alka, 1987. "Organizational context and upward influence tactics," Organizational Behavior and Human Decision Processes, Elsevier, vol. 40(1), pages 39-49, August.
    2. Sharon Clarke & Katie Ward, 2006. "The Role of Leader Influence Tactics and Safety Climate in Engaging Employees' Safety Participation," Risk Analysis, John Wiley & Sons, vol. 26(5), pages 1175-1185, October.
    3. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
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    1. Shakti Chaturvedi & Tushar Singh, 2021. "Knowledge Management Initiatives for Tackling the COVID-19 Pandemic in India," Metamorphosis: A Journal of Management Research, , vol. 20(1), pages 25-34, June.
    2. Svajone Bekesiene & Rasa Smaliukiene, 2022. "Personal Growth under Stress: Mediating Effects of Unit Cohesion and Leadership during Mandatory Military Training," Sustainability, MDPI, vol. 14(16), pages 1-17, August.
    3. Joseph Kwadwo Tuffour & Abubakari Mohammed Gali & Mercy Kyerewaa Tuffour, 2022. "Managerial Leadership Style and Employee Commitment: Evidence from the Financial Sector," Global Business Review, International Management Institute, vol. 23(3), pages 543-560, June.

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