Lederorientering og rollestress sin prediksjon av jobbtilhørighet i et utvalg av norske topp- og mellomledere.

Abstract

This study examines in which way the different factors of leader status, leader orientation and role stress affect organizational commitment. The study uses the AFF leader survey from 2011, which had 2910 responders from Norwegian industry. This survey was done as a self-report interview and follows the surveys from 1999 and 2002 as the third of its kind. There have been several improvements with the latest version, as there is used more standard questionnaires to generalize it for equal surveys in other countries. Within the subject organizational commitment there is in this study used the affective commitment component. This component of organizational commitment is defined as identification with, involvement in and emotionally engaged to the organization. The questionnaire used is developed by Meyer et al (1993) and has an alpha of 0,77. As leader status in this study, the top leader is defined to be the top leader of the independent businesses, while the rest is defined as middle managers. Within the subject leader orientation there is in this used task- and person-oriented leadership. There has also been discussed connections between this theory of leadership and transaction- and transformation leadership. For task orientation the questionnaires developed by Stogdill (1963) is used and for person orientated the questionnaire developed by Ahearne et al (2005) is used. This have an alpha of 0,74 and 0,68. Within the subject role stress, the component of role conflict is used. The questionnaire used for this was developed in the earlier leadership studies and has an alpha of 0,80. The data from the survey was used in a correlation analysis and multiple hierarchical regression analysis. The results are showing a significant positive correlation between organizational commitment and top leaders and between organizational commitment and person-oriented leadership. The result also showed a significant negative correlation between organizational commitment and role stress. There was also investigated for interaction effects, but this was not found to be significant.