نمونه متن انگلیسی مقاله
Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be contingent on employees’ orientation toward leadership. In our empirical study in two police organizations, we find evidence that followers’ orientation toward leadership is a useful interacting variable. Participative leadership lowers affective commitment to change for individuals with high dominance orientation. In contrast, participative leadership increases affective commitment to change for employees with high development orientation toward leadership. Implications for theory and practice are discussed.
The present study analyzes the effect of participative leadership on affective commitment toward two mergers in police organizations. These mergers have been the first large-scale organizational transformations since the reform of the Belgian Police in 2001 (Lemmens, 2011), and are critically followed by the entire Belgian police as they are considered the first of many to come. Due to the retirement of the baby boomers, maintaining the local police forces at their current strength would increase the financial contribution of the Belgian municipalities with, on average, 17.07 percent by 2017, ceteris paribus (Van Heddeghem, 2012). As a result, many police forces consider mergers to reduce operational costs. They aim to integrate staff functions such as finance and human resources, and generate synergies through economies of scale for primary functions such as intervention, neighborhood policing and crime investigation.