{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/87467"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/87467","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The Relationships Between Leadership Styles, Cultural Orientation, Organizational Commitment, Job Satisfaction and Perceptions of Organizational Withdrawal Behaviors","abstract":"Previous cross-cultural research on transformational leadership theory has mainly focused on replicating the augmentation effects of transformational leadership over transactional leadership on followers' attitudes and behaviors. Relatively few studies have systematically examined cultural impacts in moderating the influence of transformational leadership and transactional leadership behaviors on work-related outcomes. Using a field survey of 577 employees from banking and financial sectors in three emerging economies, namely: China, India, and Kenya, I examined the moderating effects of cultural orientation on the relationships between leadership styles, work-related attitudes, and organizational withdrawal intentions. Hierarchical moderated multiple regression and graphical probing of the interactions revealed that cultural orientation moderated the effects of leadership styles on outcome variables. A three-stage procedure was used to assess the fit of the measurement model using Analysis of Moment Structures (AMOS) maximum likelihood estimation procedure. Measures of goodness-of-fit for the measurement model indicated a satisfactory fit to the data, even under very rigorous constraints. The implications of these findings for future research on transformational leadership theory and cross-cultural research are discussed.","abstract_html":"Previous cross-cultural research on transformational leadership theory has mainly focused on replicating the augmentation effects of transformational leadership over transactional leadership on followers' attitudes and behaviors. Relatively few studies have systematically examined cultural impacts in moderating the influence of transformational leadership and transactional leadership behaviors on work-related outcomes. Using a field survey of 577 employees from banking and financial sectors in three emerging economies, namely: China, India, and Kenya, I examined the moderating effects of cultural orientation on the relationships between leadership styles, work-related attitudes, and organizational withdrawal intentions. Hierarchical moderated multiple regression and graphical probing of the interactions revealed that cultural orientation moderated the effects of leadership styles on outcome variables. A three-stage procedure was used to assess the fit of the measurement model using Analysis of Moment Structures (AMOS) maximum likelihood estimation procedure. Measures of goodness-of-fit for the measurement model indicated a satisfactory fit to the data, even under very rigorous constraints. The implications of these findings for future research on transformational leadership theory and cross-cultural research are discussed.","abstract_has_math":false,"creators":["Walumbwa, Ochieng Fred"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Human Resources and Industrial Relations","degree_department":null,"school":null,"contributors":["Lawler, John J."],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015-09-28T16:03:56Z","date_published":"2015-09-28T16:03:56Z","updated_at":"2026-07-22T22:26:30Z","subjects":["Psychology, Industrial"],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["(MiAaPQ)AAI3044253"],"render_values":[{"text":"(MiAaPQ)AAI3044253","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/87467","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Lawler, John J."]},{"key":"dc:creator","label":"Author","values":["Walumbwa, Ochieng Fred"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2015-09-28T16:03:56Z","10000-01-01","2002"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Human Resources and Industrial Relations"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Psychology, Industrial"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/87467","(MiAaPQ)AAI3044253"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Previous cross-cultural research on transformational leadership theory has mainly focused on replicating the augmentation effects of transformational leadership over transactional leadership on followers' attitudes and behaviors. 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