The Impact of Leadership and Organisational Career Management Practices on Individual Work Related Attitudes
type: CreativeWork
description: The overall aim of this study is twofold; first to investigate the extent to which, in an Arab context, leadership and organisational career management practices predict individual career-related perceptions, attitudes and behaviours, and second to examine the extent to which the employees’ perceptions about organisational justice and politics mediate the relationship between the quality of the leader-member exchange (LMX) and work outcomes, and the relationship between the corporate succession planning and career development (SPCD) and work outcomes. Drawing on several theoretical perspectives, such as the social exchange, organisational justice and organisational politics, this dissertation has developed an integrated perception-based approach to examine the possibility that employees' perceptions are associated with certain attitudes and behaviours. Within this framework, LMX and SPCD were treated as independent variables; they were assessed as predictors of employees’ perceptions about justice and politics, and work outcomes. LMX represents the organisational leadership model, and the corporate SPCD represents the organisational career management practices. The study also tested four work outcomes that included career success (CS), job satisfaction (JS), organisational commitment (OC) and turnover intentions (TOI), in addition to two variables related to the employees’ perceptions about organisational justice and organisational politics. iv A prediction was made that in a relationship-oriented Arab society like Bahrain, the quality of the dyadic relationship between the leader and followers strongly impacts the employees’ perceptions, attitudes and behaviours. The results supported this prediction; both LMX and SPCD had positive correlations with OC, JS and CS, while they had negative relationships with TOI. Apart from that, both LMX and SPCD had positive relationships with organisational justice and negative relationships with organisational politics. Another p…
abstract: The overall aim of this study is twofold; first to investigate the extent to which, in an Arab context, leadership and organisational career management practices predict individual career-related perceptions, attitudes and behaviours, and second to examine the extent to which the employees’ perceptions about organisational justice and politics mediate the relationship between the quality of the leader-member exchange (LMX) and work outcomes, and the relationship between the corporate succession planning and career development (SPCD) and work outcomes. Drawing on several theoretical perspectives, such as the social exchange, organisational justice and organisational politics, this dissertation has developed an integrated perception-based approach to examine the possibility that employees' perceptions are associated with certain attitudes and behaviours. Within this framework, LMX and SPCD were treated as independent variables; they were assessed as predictors of employees’ perceptions about justice and politics, and work outcomes. LMX represents the organisational leadership model, and the corporate SPCD represents the organisational career management practices. The study also tested four work outcomes that included career success (CS), job satisfaction (JS), organisational commitment (OC) and turnover intentions (TOI), in addition to two variables related to the employees’ perceptions about organisational justice and organisational politics. iv A prediction was made that in a relationship-oriented Arab society like Bahrain, the quality of the dyadic relationship between the leader and followers strongly impacts the employees’ perceptions, attitudes and behaviours. The results supported this prediction; both LMX and SPCD had positive correlations with OC, JS and CS, while they had negative relationships with TOI. Apart from that, both LMX and SPCD had positive relationships with organisational justice and negative relationships with organisational politics. Another p…
author: Alansari, Khatoon Yousif
language: en
date published: 2015-07
date modified: 2026-07-24T02:12:10Z
provider: University of East Anglia
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: University of East Anglia