Relationships among leadership, organizational commitment, and ocb in uruguayan health institutions
We develop and test a model that relates leadership behaviors, organizational commitment, and organizational citizenship behaviors (OCBs). We test the model using structural equations with a sample of 116 doctors from Uruguay. Consistent with expectations, our results show that transactional leadership behaviors increase followers' continuance commitment and decrease their growth commitment, whereas transformational leadership behaviors increase followers' growth commitment and also their normative commitment. Besides, organizational commitment mediates in the relationship between leadership and OCB. The turbulent socio-economic context of hospitals in Uruguay makes this sample of special interest, since almost all the research published in the field to date has been conducted in developed economies, and during times of macroeconomic prosperity or stability.
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