ArticlePloS one2022
The relationship between benevolent leadership and affective commitment from an employee perspective.
Article in PloS one, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 5 papers.
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Who cites it
5 citing papers in PubMed, 28 citations in OpenAlex.
- Exploring the connection between authoritarian-benevolent leadership and craftsman spirit: the mediating role of loyalty.Frontiers in psychology · 2026Article
- How digital leadership adds affective commitment of new generation employees: an affective events perspective.Frontiers in psychology · 2024Article
- The associations between benevolent leadership, affective commitment, work engagement and helping behavior of nurses: a cross-sectional study.BMC nursing · 2023Article
- Member commitment in farmers' cooperatives in China: The role of contractual and relational governance mechanisms.PloS one · 2023Article
- A perspective on academic library middle management in the COVID era.Journal of academic librarianship · 2022Article
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Authors and funding
1 author at 1 institution in 1 country.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Benevolent leadership has emerged as a contemporary leadership style that has been studied only scantly. To fill this gap, this work has two goals. The first is the identification and assessment of the relationship between benevolent leadership and employees' affective commitment in the context of Polish organizations. Secondly, it will be investigated whether all constructs of benevolent leadership contribute to affective commitment. Data were obtained from 415 company employees. The relationships were investigated using structural equation models (SEMs). Analyses of the results showed that benevolent leadership has a positive relationship with affective commitment. The more benevolent leadership qualities a supervisor has, the more commitment employees show. All dimensions of benevolent leadership are positively correlated with affective commitment. However, the greatest was found in the "community dimension." All analyzed dimensions correlate positively with each other, so there is a high probability that if a leader displays one BL dimension, he will also display another.
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