Leader's communication style, LMX and organizational commitment: a study of employee perceptions in Peru

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dc.contributor.author Brown, Ofelia
dc.contributor.author Paz Aparicio, Carmen
dc.contributor.author Revilla Torrejón, Antonio Javier
dc.date.accessioned 2021-06-01T11:01:49Z
dc.date.available 2021-06-01T11:01:49Z
dc.date.issued 2019-04-01
dc.identifier.bibliographicCitation Leadership & organization development journal, 40(2), April 2019, Pp. 230-258
dc.identifier.issn 0143-7739
dc.identifier.uri http://hdl.handle.net/10016/32819
dc.description.abstract Purpose: The purpose of this paper is to analyse the impact of a leader’s communication style (LCS) on the quality of interpersonal exchanges between leaders and followers (LMX), and how this translates into the employee’s affective organizational commitment (AOC), in the context of Peru. Design/methodology/approach: An integrated model of six dimensions is used to measure LCS. Using multiple hierarchical regressions and the Preacher and Hayes mediation model, the study focuses on determining the direct and indirect effect of each of the dimensions on LMX and organizational commitment. Findings: The dimension preciseness shows a significant direct association to AOC. Four dimensions are significantly related with LMX: expressiveness, preciseness and questioningness with a positive sign, while verbal aggressiveness records an important negative one. The same four dimensions show an indirect effect on AOC through LMX. Emotionality and impression manipulativeness do not record significant results. Research limitations/implications: The research was carried out with a sample of 253 white-collar Peruvian professionals with high-level studies and managerial experience, which are not necessarily representative of the labor population. This research provides comprehensive evidence on how leaders’ communicative behavior may contribute to desirable outcomes such as employee commitment in a Latin American cultural context, although the findings may apply to other cultures. Practical implications: This study contributes to clarify that each dimension of the LCS impacts differently on subordinate perceptions; leaders should understand this model and be able to make the necessary adjustments to their communication in order to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision, and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness may negatively affect subordinates, limiting the possibility of building high-quality LMX relationships. This, in turn, affects AOC of employees. Social implications: This study is a contribution to clarify that each feature of the LCS has a different impact on the perception of the subordinate, for which the leaders should be trained to understand this model and be able to make the necessary adjustments to obtain the desired results of leadership. The leader’s ability to communicate with a style characterized by expressiveness, precision and questioning makes it easy to build high-quality LMX relationships for Peruvian employees. On the contrary, a communication style characterized by high levels of verbal aggressiveness will negatively impact subordinates, limiting the possibility of building high-quality LMX relationships. Originality/value: The value lies in revisiting the construct “leader’s communication style” to turn it into an instrument for the exercise of leadership. It is a contribution in favor of leaders becoming aware that their own communication style constitutes an instrument of effective leadership and a lever to optimize the commitment of their collaborators toward the organization.
dc.format.extent 29
dc.language.iso eng
dc.publisher Emerald Publishing Limited.
dc.rights © Emerald Publishing Limited.
dc.subject.other Peru
dc.subject.other National culture
dc.subject.other Leader-member exchange (Lmx)
dc.subject.other Affective organizational commitment
dc.subject.other Organizational communication
dc.subject.other Leader's communication style
dc.title Leader's communication style, LMX and organizational commitment: a study of employee perceptions in Peru
dc.type article
dc.subject.eciencia Economía
dc.subject.eciencia Empresa
dc.identifier.doi https://doi.org/10.1108/LODJ-03-2018-0129
dc.rights.accessRights openAccess
dc.type.version acceptedVersion
dc.identifier.publicationfirstpage 230
dc.identifier.publicationissue 2
dc.identifier.publicationlastpage 258
dc.identifier.publicationtitle LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL
dc.identifier.publicationvolume 40
dc.identifier.uxxi AR/0000023447
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