The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross‐national comparison

By Peter Lok, John Crawford. 2004

957 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/597c1a241837e456d6cd626910218fb2226ee397

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

The moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance (2009, methodology): “For example, work ethics (Yousef, 2001), person-organization fit (Silverthorne, 2004), national culture (Lok and Crawford, 2004), task structure and role ambiguity (Tan, 2005), and turnover (Poh, 2002).”
The relationship between person-organization fit and job satisfaction (2016, methodology): “…the independent variables’ unique contributions in predicting the mediator and outcome variables, we measured and controlled for the effects of participants’ gender (Lok & Crawford, 2004), age (Lok, & Crawford, 2004), education (Lok, & Crawford, 2004) and tenure (Bedeian, Ferris, & Kacmar, 1992).”
Leadership Style and Job Satisfaction in Higher Education Institutions. (2016, background): “Also country and organizational culture might be important as proven by Lok and Crawford (2004), Chang and Lee (2007) and Yiing and Bin Ahmad (2009).”
Employee Perceived Training Effectiveness Relationship to Employee Attitudes. (2008, background): “The majority of theorists in the area of motivation argue that, there is an irrefutable link between motivation and job satisfaction and motivation with employee commitment to the organization (Basset-Jones and Lloyd, 2005; Chen et al., 2004; Lok and Crawford, 2004; Pool and Pool, 2007).”
The Antecedents and Consequences of Psychological Empowerment: The Case of Taiwan's Hotel Companies (2008, result): “…indicates a possible correlation between leadership and empowerment, many previous studies suggest a possible correlation between leadership and trust as well as leadership and organizational culture (Chen, 2004; Dulewicz & Higgs, 2003; Loene, Vogelaar, & Soeters, 2002; Lok & Crawford, 2004).”
Leadership styles and organizational commitment: literature review (2016, background): “In a study of 337 managers between the ages of 26 and 45 from Hong Kong and Australia, Lok and Crawford (2004) found that leadership styles are important antecedents of organizational commitment.”
The role of wisdom leadership in increasing job performance: Evidence from the Egyptian tourism sector (2017, background): “Existing research has revealed a clear link between leadership styles and job satisfaction (Lok & Crawford, 2004).”
Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks (2016, background): “Lok and Crawford (2004) claimed that leadership can better predict the success or failure of an organization.”
Leadership Styles and Employees’ Commitment: Empirical Evidence From Nigeria (2019, background): “This is usually obvious when such employees have no immediate opportunity for whatever reason to leave the organization and they become emotionally detached from the organization (Lok & Crawford, 2004; Nasurdin, Ahmad, & Razalli, 2014).”
Millennials in the Workplace: A Conceptual Analysis of Millennials' Leadership and Followership Styles (2012, background): “Moreover, it has been suggested that organizational culture could influence leadership styles in the organization (Lok & Crawford, 2004; Ogbonna & Harris, 2000).”