Using a dyadic-level analysis, this study examines how organizational commitment accounts for the impacts of transformational and transactional leadership styles on service employees’ extra-role behavior and how job autonomy moderates the impacts of these leadership styles.
A matched sample of subordinates and superiors in the service industry was targeted. Data acquired from 271 customer service employees and 33 of their immediate supervisors at five-star hotels in Seoul, South Korea, was used for the analysis.
This study found that organizational commitment mediates the impacts of both leadership styles on extra-role behavior. Job autonomy, however, moderates the impact only of transformational leadership on organizational commitment.
This study provides theoretically meaningful implications that contribute to the literature on the impact of leadership styles on employees’ extra-role behavior.
