ArticlePDF Available

Inspiring organizational commitment: Responsible leadership and organizational inclusion in the Egyptian health care sector

Authors:

Abstract

Purpose The purpose of this paper is to focus on physicians in the four public hospitals located in the October province (Egypt) in an attempt to explore the effect of responsible leadership on physicians’ affective, continuance and normative commitment with and without mediating the role of organizational inclusion. Design/methodology/approach A total of 360 physicians were contacted and all of them received a set of questionnaires. After two follow-ups, a total of 240 responses were collected with a response rate of 66.67 percent. The authors used the χ ² test to determine the association between responsible leadership and organizational inclusion. Multiple regressions were employed to show how much variation in affective, continuance and normative commitment can be explained by responsible leadership and organizational inclusion. Findings The findings highlight a positive association between responsible leadership and organizational inclusion. Moreover, another positive association is also explored between organizational inclusion and affective, continuance and normative commitment. Furthermore, the statistical analysis proved that having an atmosphere of respect, equality and sameness in the workplace fosters the effect of responsible leaders on physicians’ affective, normative and continuance commitment. Originality/value This paper contributes by filling a gap in HR management, cultural diversity and organization literature, in which empirical studies on the relationship between responsible leadership, organizational inclusion and organizational commitment have been limited until now.
Journal of Management Development
Inspiring organizational commitment: Responsible leadership and organizational
inclusion in the Egyptian health care sector
Mohamed Mousa, Vesa Puhakka,
Article information:
To cite this document:
Mohamed Mousa, Vesa Puhakka, (2019) "Inspiring organizational commitment: Responsible
leadership and organizational inclusion in the Egyptian health care sector", Journal of Management
Development, https://doi.org/10.1108/JMD-11-2018-0338
Permanent link to this document:
https://doi.org/10.1108/JMD-11-2018-0338
Downloaded on: 07 May 2019, At: 07:32 (PT)
References: this document contains references to 84 other documents.
To copy this document: permissions@emeraldinsight.com
Access to this document was granted through an Emerald subscription provided by
Token:Eprints:JX5DQCBGGPTYUXPAFEVN:
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald
for Authors service information about how to choose which publication to write for and submission
guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as
well as providing an extensive range of online products and additional customer resources and
services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the
Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for
digital archive preservation.
*Related content and download information correct at time of download.
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
Inspiring organizational
commitment
Responsible leadership and organizational
inclusion in the Egyptian health care sector
Mohamed Mousa
Oulu Business School, Oulun Yliopisto, Oulu, Finland and
Cardiff School of Management, Cardiff Metropolitan University, Cardiff, UK, and
Vesa Puhakka
Oulu Business School, Oulun Yliopisto, Oulu, Finland
Abstract
Purpose The purpose of this paper is to focus on physicians in the four public hospitals located in the
October province (Egypt) in an attempt to explore the effect of responsible leadership on physiciansaffective,
continuance and normative commitment with and without mediating the role of organizational inclusion.
Design/methodology/approach A total of 360 physicians were contacted and all of them received a set of
questionnaires. After two follow-ups, a total of 240 responses were collected with a response rate of 66.67 percent.
The authors used the χ
2
test to determine the association between responsible leadership and organizational
inclusion. Multiple regressions were employed to show how much variation in affective, continuance and
normative commitment can be explained by responsible leadership and organizational inclusion.
Findings The findings highlight a positive association between responsible leadership and organizational
inclusion. Moreover, another positive association is also explored between organizational inclusion and
affective, continuance and normative commitment. Furthermore, the statistical analysis proved that having
an atmosphere of respect, equality and sameness in the workplace fosters the effect of responsible leaders on
physiciansaffective, normative and continuance commitment.
Originality/value This paper contributes by filling a gap in HR management, cultural diversity and
organization literature, in which empirical studies on the relationship between responsible leadership,
organizational inclusion and organizational commitment have been limited until now.
Keywords Egypt, Organizational inclusion, Affective commitment, Normative commitment,
Continuance commitment, Responsible leadership
Paper type Research paper
1. Introduction
Since the global economic crisis in 2008 and the subsequent collapse of global corporations
such as Enron, WorldCom, Arthur Anderson and Tyco, companies have prioritized ethics
and considered it a substantial driver for todays business practices (McWilliams and Siegel,
2011). Moreover, different stakeholders have questioned the societal obligations companies
have to fulfill (Waldman and Siegel, 2008). This has fostered the emergence of responsible
leadership as a new strategic reality that organizations can employ to ensure continuity
(Pless et al., 2012). Consequently, company managers and decision makers have started to
extensively engage in much more social activities besides their traditional thinking of
maximizing profits for shareholders (Fry and Slocum, 2008). Furthermore, as a kind of
fulfillment of their social contract, companies have extended their ethical domain to include
all stakeholders in their surrounding economic spheres (Carroll and Shabana, 2010).
However, the trade-off between maximizing corporate economic returns and pursuing social
obligations has represented a major challenge facing organizations (Henriques and
Richardson, 2012).
Hymavathi et al. (2015) elaborate that responsible leadership reflects a social and moral
scheme in which different organizational leaders drive, export and disseminate the virtues of
Journal of Management
Development
© Emerald Publishing Limited
0262-1711
DOI 10.1108/JMD-11-2018-0338
Received 27 November 2018
Revised 1 February 2019
Accepted 19 February 2019
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0262-1711.htm
Inspiring
organizational
commitment
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
wisdom, courage and respect to both in-and-out stakeholders. This entails a people-centered
activity whose main aims include aggregating the welfare of societies, enhancing the
well-being of the environment and securing the values of social peace in the communities in
which the organization operates. Accordingly, the mission of every organization should
guarantee an answer to the question: who is the organization responsible to and for what?
This is in line with what is highlighted by Maak (2007), who considers that todays
organization has to maintain a social agenda about its surrounding problems
(e.g. unemployment, violations of human rights and environmental awareness) and
regularly play a role in confronting and managing them. The same has been asserted by Pless
(2007) and Voegtlin (2011), who articulate that firms particularly global ones have a
massive power base and huge networks of relationships and they should contribute more to
the betterment of their surrounding communities.
Despite its significance, and to the best of the authors knowledge, there is a
dearth of empirical studies on the relationship between responsible leadership and
organization-related aspects, which are academically referred to as organizational
phenomena. Newman et al. (2011) and Mousa (2018a) assert that besides other
organizational phenomena, organizational commitment has been devoted a considerable
research interest over the past 50 years. Organizational commitment is a multi-dimensional
concept that has attracted the interest of scholars from various disciplines
(e.g. management, organizational behavior, public policy and sociology) over the past
50 years (Ahmad et al., 2010; Malik and Naeem, 2011). Introduced in the 1960s, the concept
organizational commitmenthas been defined by Kanter (1968, p. 507) as the attachment
and individuals fund of affectivity and emotion to the group.Salancik (1977) refers to
organizational commitmentas a state of being in which and individual becomes bound
by his actions(p. 62), while Mowday et al. (1982, p. 27) define to it as the relative strength
of an individuals identification with and involvement in a particular organization.Pool and
Pool (2007) highlight that organizational commitment reflects the extent and individual
identifies with and organization and committed to its organizational goals(p. 353).
Allen and Meyer (2000) and Mousa consider organizational commitment as the
sociological harmony between employee and his employer which reduces employees
likelihood of leaving his organization. Haim (2007) assures that organizational commitment
represents a rational choice an employee undertakes to protect his occupation and its
subsequent salary, recognition, etc. The same has been confirmed by Sreejesh and Tavleen
(2011) who consider organizational commitment as a personal choice subject to rational and
relational judgment.
Notably, authors such as Bogler (2005), Maertz et al. (2007), Grant et al. (2008) and
Bolander and Jones (2009) indicate that the significance of organization commitment derives
from its negative association with absenteeism, misuse of power, turnover intentions and
carelessness when doing job activities on the one hand, and its positive relationship with
employeesjob performance, job satisfaction and citizenship behavior on the other. This
may justify why the concept organizational commitment has maintained a momentum in
HR and organization-related literature over the past half of the century. Bashir and Long
(2015) and Mousa confirm that despite the paramount importance of organizational
commitment and its related consequences, the majority of its studies have been conducted in
western countries. Mousa (2018a, b) highlighted the dearth of studies on organizational
commitment in Middle-Eastern various contexts.
Accordingly and given the aforementioned, the authors of the present study seek to fill
the gap in both HR and organization-related literature through exploring the relationship
between responsible leadership and the organizational commitment in the context of
Egyptian public hospitals, which has not been addressed and analyzed before. The impetus
of this research emerges from its focus on physicians in Egyptian public hospitals, which
JMD
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
provide medical assistance to the majority of low- and middle-income families in Egypt.
The remainder of this paper is structured as follows: the authors start first with a literature
review, followed by presenting the methodology, then the results and they end with a
discussion and the implications.
2. Literature review
2.1 Organizational inclusion
Over the past two decades, diversity and inclusion have gained more momentum as
research topics than ever before. Kamenou and Fearful (2006), Caiazza and Volpe (2015a)
and Caiazza (2016) noted that European governments intentionally tend to facilitate
immigration policies, launch socio-political and educational programs that directly relate to
topics of immigration and equality and more recently create and develop skill-fit-protocols,
which assist those who are different in finding jobs that match their qualifications. Many
private commercial and public organizations have employed inclusion management
paradigms and considered them a main part of the organizations strategies, work
processes, values and social responsibility activities (Bilimoria et al., 2008). According to
Traavik and Adavikolanu (2016), the definition, context and practices of both diversity and
inclusion vary across societies and regions. Scholars (e.g. Ely and Thomas, 2001;
Podsiadlowski et al., 2009; Caiazza and Ferrara, 2016; Mousa, 2017a, b) asserted that the
1964 US Civil Rights Act, which called for equal opportunities for all, and the subsequent
legislation have been perceived to be the first organized framework used to force profit and
not-for-profit organizations to adopt affirmative action and ensure justice in their internal
work settings. In addition, Daya and April (2014) consider inclusion as a social, cultural,
interpersonal and institutional concept that is often perceived as an outcome of the
organizational practices individuals experience in their workplace. Mor Barak (2000), Daya
(2014), Caiazza and Volpe (2015b) and Mor Barak (2015) highlighted that running an
inclusive workplace is a make-up process/procedure by which a specific organizational
setting appreciates individual differences, respects intergroup dissimilarities, undertakes
workplace fairness and supports in-out organizational communities.
2.2 Responsible leadership and organizational inclusion
Pless et al. (2012) indicate that any decision to address social obligations is largely based on
the scope of stakeholder inclusion and the level of accountability decision makers feel
toward their societies. This may justify why Rusjan and Castka (2010) and Persic and Persic
(2016) highlight that every organization has the right to establish its own model and/or
standards of social responsibility through which it can fully serve/meet the expectations of
its stakeholders. Additionally, Hommel et al. (2012) assert the absence of any generally
accepted model of responsible leadership. Moreover, they have noted a disconnect between
academia and practices on ethics and sustainability besides a financial difficulty to pay
much more attention to ethics-related challenges in organizational practices either by
professionals and/or the industry.
For Aguilera et al. (2007), responsible leadership is still an underdeveloped concept. Maak
and Pless (2006) consider responsible leadership as a method for creating and maintaining
trusting relationships with in-and-out of organization stakeholders in an attempt to fulfill a
predetermined set of societal obligations. Gond et al. (2011) and Mousa (2018b) define
responsible leadership as social relational and ethical interactions developed and
maintained between those who affect and those who are affected by a particular
organizations practices. Waldman and Galvin (2008) and De Hoogh and Den Hartog (2008)
demonstrate that responsible leadership is a combination of ethics, leadership, social
awareness and stakeholder engagement in organizational practices. Waldman (2011) points
out that responsible leadership stems from one of two approaches to the stakeholder.
Inspiring
organizational
commitment
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
The first is normative and urges corporate decision makers to balance between maximizing
shareholdersprofits and realizing the expected needs of other stakeholders. This involves
engaging different stakeholders in deciding upon a set of social responsibilities the
organization has to secure. The second approach is economic and prioritizes maximizing
shareholdersfinancial returns in addition to constantly seeking economic returns from
socially responsible investments. The two aforementioned approaches may be seen as a
rebranding of the following two theories of management agency theory and stakeholder
theory. Agency theory is where decision makers (agents) act on behalf of the shareholders
(principals) in safeguarding and maximizing the organizations financial profits
(Friedman, 2007). Stakeholder theory is where decision makers have to consider their
surrounding network of stakeholders through addressing some of their immediate needs
such as managing environmental awareness, safeguarding human rights and alleviating
unemployment rates (Komives and Dugan, 2010).
Due to global uncertainties and demographic shifts, even countries in the
Middle-East have started to become familiar with cultural diversity and inclusion
practices (Devine et al., 2007). However, their history in managing inclusion and diversity
isabitshortwhencomparedwithwesterncountries in the same domain. This may
explain the current broad criticisms of these countries in terms of the fair treatment and
cultural tolerance of minorities (Ashikali and Groeneveld, 2015). According to Ylostola
(2016), societies cannot be labeled friendly and culturally diverse if some of their social
groups face a kind of workplace marginalization. Accordingly, the first hypothesis can be
formulated as follows:
H1. There is a positive association between responsible leadership and an organizational
inclusion.
2.3 Organizational inclusion and organizational commitment
In an Egyptian study, Mousa (2017a) addressed how nurses in an Egyptian public hospital
perceive their cultural diversity and upon conducting 25 semi-structured interviews, the
author could not identify any inclusive organizational strategy or climate through which the
nurses could retain their uniqueness while contributing to their hospitals organizational
performance. Furthermore, the same author discovered that Christian nurses preferred to
deal with their Christian colleagues and the same for Muslims, which clearly maximizes the
in-out group comparisons between them. Accordingly, work life in Egypt is limited by many
forms of cultural bias, such as organizational ostracism, in-out group comparisons and
workplace discrimination in terms of religion and sometimes origin. The authors, given their
best knowledge, could not find many more papers addressing inclusion and/or cultural
diversity in different Egyptian organizational settings.
For Porter et al. (1980) organizational commitment is characterized by a strong belief
and acceptance of organizational goals and values; willingness to exert considerable effort
on behalf of the organization and a desire to maintain organizational membership(p. 604).
Allen and Meyer (1990, 1993) categorize organizational commitment into three approaches:
the first is affective which describes employeesemotional bond and identification with their
employer; the second is continuous which describes employees intention to stay in their
organization because of the perceived cost of leaving it; and the third is normative which
describes employees sense of moral obligation to stay in their organizations. The same was
highlighted earlier by Mowday et al. (1982) who define the three approaches of
organizational commitment: affective commitment, which is the emotions employees have
toward their organization when feeling valued and respected; continuous commitment,
which is the process by which individuals become locked into certain organizations and
how they deal with this problem(p. 26); and normative commitment, which is the moral
JMD
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
responsibility of employees to remain with a particular organization. Accordingly, the
following hypotheses can be formulated:
H2a. Organizational inclusion is positively associated with the physiciansaffective
commitment.
H2b. Organizational inclusion is positively associated with the physicianscontinuance
commitment.
H2c. Organizational inclusion is positively associated with the physiciansnormative
commitment.
2.4 Responsible leadership, organizational inclusion and organizational commitment
Social exchange theory has come to be perceivedasoneofthemostimportanttheoriesin
explaining workplace behavior. Therefore, it can be touched upon when exploring various
organizational and managerial topics such as organizational commitment, psychological
contract, organizational justice, board independence and responsible leadership
(Cropanzano and Mitchell, 2005). Social exchange theory reflects those voluntary
actions of actors that are motivated by the returns they are expected to elicit from the
other(Blau, 1964, p. 91). Fao and Fao (1974) identify that love, status, money, information,
goods and services are considered the six determinants in an employeremployee
relationship. According to this theory, when an employer cares about his/her employees
and these employees perceive fair treatment from their employer, they subsequently do
their best to fulfill organizational objectives and they also have a steady positive attitude
toward their employer.
Since, to the best of the authors knowledge, no studies have been conducted to elaborate
the effect of responsible leadership on approaches among physicians to organizational
commitment (affective, continuance and normative) through the mediation of organizational
inclusion, the following hypotheses are formulated in question form:
H3a. Can responsible leadership positively impact affective commitment through the
mediation of organizational inclusion?
H3b. Can responsible leadership positively impact continuance commitment through the
mediation of organizational inclusion?
H3c. Can responsible leadership positively impact normative commitment through the
mediation of an organizational inclusion?
3. Methodology
The conceptual framework of the present quantitative study was drawn from previous
literature conducted separately on responsible leadership, organizational inclusion and the
organizational commitment. To the best of the authorsknowledge, the relationship between
responsible leadership, organizational inclusion and the organizational commitment has not
been addressed before, particularly within the context of health care sector. The study was
conducted in four public hospitals located in the October province (Egypt) and the main
reason for choosing these hospitals was authors relationships with a number of physicians
who work there.
As elaborated, the authors targeted all physicians in the chosen hospitals and decided to
employ a hierarchical multiple regression. They distributed 360 questionnaire forms and
successfully collected 240 completed questionnaires. Before distributing the questionnaire,
the authors decided to rely on comprehensive count sampling in which a questionnaire was
handed to every physician of the chosen hospitals. It is important to note here that the
Inspiring
organizational
commitment
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
authors addressed four public hospitals. The choice of comprehensive count sampling
ensures that every physician is contacted and represented in the collected sample, and this
reduces any possibility of a bias.
Concerning the measures, the authors of this paper found that not all three
variables responsible leadership, organizational inclusion and the organizational
commitment have previously been researched. Accordingly, the authors themselves had to
develop a model for organizational inclusion, for which there is no generally accepted model.
The following describes the content of the three models for the questionnaires.
3.1 Responsible leadership
The authors of this paper used Mousas (2018b) model of responsible leadership to prepare
the responsible leadership part of a questionnaire. Mousas (2018b) model has been
developed based on a qualitative study prepared by Antunes and Franco (2016) that
included the following four dimensions (the aggregate of virtues, stakeholder involvement,
model of leaders roles and the principles of ethical values). Needless to say that the author
did not have to change any of the items included within the model because it was originally
prepared to fit the Egyptian context.
3.2 Organizational inclusion
(1) My hospital appreciates all physicians regardless of their differences.
(2) My hospital respects the uniqueness of physicians.
(3) My hospital treats all physicians as insiders.
(4) I did not feel any discrimination while working at my hospital.
(5) My hospital recruits and develops all physicians based on their qualifications.
(6) Equality, tolerance and sameness are the main feature of my hospital.
3.3 Organizational commitment
When conducting this study, the authors took into account that many studies have been
conducted on organizational commitment (Haim, 2007; Mousa and Alas, 2016a). Moreover, the
tri-dimensionalmodelsuggestedbyAllenandMeyer (1990) is the most widely accepted model
for investigating organizational commitment, as it comprehensively covers the three approaches
to commitment: affective, continuance and normative commitment. The model includes three
subscales. The first covers affective commitment, the second focuses on continuance
commitment, while the third includes questions dealing with normative commitment.
For all variables, a five-point likert scale was formulated, where 5 means strongly agree,
4 is agree, 3 is neutral, 2 is disagree and 1 means strongly disagree. The following presents
the reliability analysis for responsible leadership, organizational inclusion and the
organizational commitment using Cronbachsα. Cronbachsαis used to assess the internal
consistency of each of the variables used in the study. As depicted in Table I, all variables
Scale name Number of items Coefficient αvalues
Responsible leadership 6 0.801
Organizational Commitment 24 0.902
Affective commitment 8 0.846
Continuance commitment 8 0.803
Normative commitment 8 0.710
Organizational inclusion 6 0.711
Table I.
Reliability analysis
JMD
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
have adequate levels of internal consistency and meet the acceptable standard of 0.60.
The table shows the reliability analysis for organizational inclusion, psychological contract
types and responsible leadership using Cronbachsα.
Table II shows the demographic variables of the respondents.
4. Findings
4.1 Statistical association relationships
The first purpose of this research is to determinewhetherthereisanassociation between
responsible leadership and organizational inclusion or not, and also to determine if there is
an association between organizational inclusion and the three approaches of
organizational commitment or not. The χ
2
test was employed to determine this
association. Moreover, and given the fact that using a χ
2
test requires having nominal or
ordinal variables, the following were recorded:
Create the value of the variable responsible leadership (the total mean of all
8 elements included under the variable responsible leadership divided by 8).
Create the value of the variable organizational inclusion (the total mean of all
6 elements included under the variable responsible leadership divided by 6).
Create the variable affective commitment (the total mean of all 8 elements included
under the variable responsible leadership divided by 8).
Create the variable continuance commitment (the total mean of all 8 elements
included under the variable continuance commitment divided by 8).
Create the variable nominative commitment (the total mean of all 8 elements included
under the variable normative commitment divided by 8).
Demographic variables Items Count
Gender Male 280
Female 80
Age (years) Below 25 20
2630 100
3135 80
3640 100
4145 42
4650 10
More than 50 8
Marital states Single 100
Married 215
Other 45
Level of education Bachelor 0
Bachelor +Diploma 300
Master 60
Level of income EGP 1,200 0
EGP 1,3002,500 260
EGP 2,5004,000 110
EGP 4,0005,500 0
Above 5,500 0
Religion Muslim 320
Christian 40
Work bases Full time 360
Part time 0
Table II.
Profile of the
respondents
Inspiring
organizational
commitment
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
Table III reflects a statistically significant association between responsible leadership and
organizational inclusion; χ
2
(1) ¼70.106, p¼0.000. φ¼0.508, p¼0.000 means a strong
association between the two variables. It also reflects a statistically significant association
between organizational inclusion and affective commitment; χ
2
(1) ¼50.111, p¼0.000. φ¼0.418,
p¼0.000 means a moderate to strong association between the two variables. Moreover, it
asserts a statistically significant association between organizational inclusion and continuance
commitment; χ
2
(1) ¼38.911, p¼0.000. φ¼0.321, p¼0.000 means a moderate association
between the two variables and finally it points out a statistically significant association between
organizational inclusion and nominative commitment; χ
2
(1) ¼31.666, p¼0.000. φ¼0.339,
p¼0.000 means a moderate association between the two variables.
4.2 The variation (regressions) in relationships
The second purpose of this research is to understand how much variation in affective,
continuance and normative commitment can be explained by responsible leadership and
organizational inclusion. For the second purpose, multiple regressions were used.
It is worth evaluating the regression models in the hierarchical multiple regressions.
Here the author used two models. In the first model the independent variable is responsible
leadership and the three elements of organizational commitment will be used as dependent
variables one by one. In the second model, the independent variables are responsible
leadership and organizational inclusion. As can be seen, the second model is not a
completely separate model but is a variation on Model 1 with one variable added. Each
model is a standard multiple regression procedure with the variables in that model entered
simultaneously. Therefore, each model has measures that show how well that particular
model fits the data, and these are presented in Table IV.
The measure of most importance when interpreting a hierarchical multiple regressions is
R
2
, which represents the variation in the dependent variable explained by the independent
variables. We can see from these results that each model explains a greater amount of the
variation in the dependent variable as more variables are added. Essentially, the models
here get better at predicting the dependent variable.
In the case of the dependent variable affective commitment in Model 1, in which
responsible leadership alone is the independent variable, R
2
is 0.401, with statistical
significance of po0.005, and F¼96.590. Due to the inclusion of organizational inclusion as
an additional independent variable, R
2
increased by 0.104 (the variance explained increased
by 10.4 percent), and this increase was statistically significant ( po0.0005) and Fincreased
to 98.633. In other words, organizational inclusion adds statistical significance to the
prediction of affective commitment. In summary, the addition of organizational inclusion to
the prediction of affective commitment (Model 2) led to a statistically significant increase in
R
2
of 0.104 and F(1, 137) ¼98.633, po0.0005.
In the case of the dependent variable continuance commitment for Model 1, in which
responsible leadership alone is the independent variable, R
2
is 0.315, with statistical significance
of po0.005, and F¼63.483. Due to the addition of organizational inclusion as an independent
variable, R
2
increased by 0.166 (the variance explained increased by 16.6 percent), and this
increase was statistically significant ( po0.0005) and Fincreased to 64.489. In other words,
organizational inclusion adds statistical significance to the prediction of continuance commitment.
The addition of organizational inclusion to the prediction of continuance commitment (Model 2)
led to a statistically significant increase in R
2
of 0.166, F(1, 137) ¼64.489, po0.0005.
In the case of the dependent variable normative commitment for Model 1, in which
responsible leadership alone is the independent variable, R
2
is 0.276, with statistical significance
of po0.005, and F ¼52.611. Due to the addition of organizational inclusion as an independent
variable, R
2
increased by 0.12 (the variance explained increased by 12 percent), and this increase
was statistically sign ificant ( po0.0005) and F increased to 53.755. In other words, organizational
JMD
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
Responsible leadership Affective commitment Continuance commitment Normative commitment
DNADNAD NA DNA
Organizational inclusion
Disagree
Count 8 5 20 12 9 12 11 11 11 11 8 14
Expected count 7.6 13.2 8 5.9 21.9 5.8 6.8 20.5 5.7 9.1 17.7 5.9
Neutral
Count 21 62 5 2 62 3 3 58 4 18 45 4
Expected count 20.5 40.4 26.1 11.1 43.2 10.7 13 40.4 11.6 18.6 35.3 11.1
Agree
Count 5 3 18 9 26 8 14 18 10 13 24 9
Expected count 5.4 10.7 6.9 7.2 27.9 6.9 8.4 26.1 7.5 12 22.8 7.2
Pearson χ
2
Value 70.106 50.111 38.911 31.666
Asymp. Sig. (2-sided) 0 0 0 0
CramersV
Value 0.508 0.418 0.321 0.339
Approx. Sig. 0 0 0 0
Notes: D, disagree; N, neutral; A, agree
Table III.
χ
2
test for association
between responsible
leadership and
an organizational
inclusion,
organizational
inclusion and affective
commitment,
organizational
inclusion and
continuance
commitment and
organizational
inclusion and
normative
commitment
Inspiring
organizational
commitment
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
inclusion adds statistical significance to the prediction of normative commitment. The addition of
organizational inclusion to the prediction of normative commitment (Model 2) led to a statistically
significant increase in R
2
of 0.14 and F(1, 137) ¼53.755, po0.0005 (Table V):
Hierarchical multiple regressions were run to determine if the addition of
organizational inclusion improved the prediction of affective commitment over and
above responsible leadership. The full model of responsible leadership and
organizational inclusion for predicting affective commitment (Model 2) was
statistically significant R
2
¼0.520, F(1, 137) ¼98.633, po0.0005 and adjusted
R
2
¼0.104. When responsible leadership is used alone (Model 1) to predict affective
commitment R
2
¼0.146, F(1, 138) ¼96.590, po0.0005; therefore, H3a is confirmed.
Affective commitment Continuance commitment Normative commitment
Model 1 2 1 2 1 2
R0.615 0.769 0.601 0.693 0.505 0.634
R
2
0.401 0.517 0.315 0.484 0.276 0.416
Adjusted R
2
0.412 0.51 0.31 0.477 0.271 0.408
SE of the estimate 0.347 0.317 0.402 0.35 0.399 0.359
R
2
change 0.401 0.104 0.315 0.166 0.276 0.12
F96.590 97.433 63.483 64.299 52.611 52.622
Fchange 96.590 98.633 63.483 64.489 52.611 53.755
df1 1 1 1 1 1 1
df2 138 137 138 137 138 137
Sig. Fchange 0.000 0.000 0.000 0.000 0.000 0.000
Table IV.
Summary of the
regression analyses
of the models
BβR
2
FΔR
2
ΔF
Affective commitment
Model 1
(Constant) 1.047 0.416 96.590 0.416 96.590
Responsible leadership 0.606 0.745
Model 2
(Constant) 0.736 0.520 97.433 0.104 98.633
Responsible leadership 0.314 0.434
Organizational inclusion 0.439 0.545
Continuance commitment
Model 1
(Constant) 1.186 0.315 63.483 0.315 63.483
Responsible leadership 0.537 0.561
Model 2
(Constant) 0.756 0.481 64.299 0.166 64.489
Responsible leadership 0.179 0.158
Organizational inclusion 0.521 0.576
Normative commitment
Model 1
(Constant) 1.301 0.276 52.611 0.276 52.611
Responsible leadership 0.476 0.525
Model 2
(Constant) 0.924 0.396 52.622 0.120 53.755
Responsible leadership 0.073 0.158
Organizational inclusion 0.545 0.624
Notes: n¼240. po0.05
Table V.
Hierarchical multiple
regression predicting
organizational
commitment from
responsible leadership
and organizational
inclusion
JMD
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
Hierarchical multiple regressions were run to determine if the addition of
organizational inclusion improved the prediction of continuance commitment
over and above responsible leadership. The full model of responsible leadership
and organizational inclusion for predicting continuance commitment (Model 2)
was statistically significant R
2
¼0.481, F(1, 137) ¼64.489, po0.0005 and
adjusted R
2
¼0.166. When responsible leadership is used alone (Model 1) to predict
the continuance commitment, R
2
¼0.315, F(1, 138) ¼63.483, po0.0005; therefore,
H3b is confirmed.
Hierarchical multiple regressions were run to determine if the addition of
organizational inclusion improved the prediction of normative commitment over
and above responsible leadership. The full model of responsible leadership and
organizational inclusion for predicting normative commitment (Model 2) was
statistically significant R
2
¼0.396, F(1, 137) ¼53.755, po0.0005 and adjusted
R
2
¼0.120. When responsible leadership is used alone (Model 1) to predict normative
commitment, R
2
¼0.276, F(1, 138) ¼52.611, po0.0005; therefore, H3c is confirmed.
5. Discussion and implications
The findings support the hypothesis that responsible leadership is positively associated
with organizational inclusion. The authors believe this is logical because responsible leaders
and/or decision makers constantly seek to expand their socio-ethical domain to include all
stakeholders in their surrounding economic spheres (Fry and Slocum, 2008; Carroll and
Shabana, 2010; Mousa, 2017b). Physicians are considered one of the main stakeholders.
Consequently, considering them as a main part of any functioning social network the
decision makers build and/or launch represents a work duty they have to fulfill. It is worth
highlighting that including employees (physicians in this case) in any relational networks
entails and is not limited to developing a neutral work-related communication with them,
appreciating individual differences, supporting intergroup cultural correspondence and
promoting continuous in-organization fairness (Daya, 2014; Mor Barak, 2015). Furthermore,
the authors of this paper assume that even if responsible leadership entails developing
in-out organization relational networks, it seems much more beneficial for decision makers
to start constituting these networks from inside their organization (hospitals in this case).
Otherwise, leaders cannot expect the full support of their staff and then engagement when
attempting to build out-organization relationships.
The results also found a statistically positive association between organizational inclusion
and organizational commitment approaches (affective, continuance and normative). This is in
line with Adams (1965) theory of equity, which highlights that individuals (physicians in this
case) seek to balance their work behavior and/or attitude (organizational commitment in this
case) with the benefits (e.g. recognition, respect, non-work time, justice) granted from their
employer. In this case, physicians expect a rational level of justice, recognition, respect and
other values of inclusion, and translate these into affective, continuance and normative
commitment. Accordingly, hospitals that adopt relevant workplace inclusion should expect a
high level of performance, engagement and integration from physicians on the one hand, and
a low level of absenteeism, turnover and withdrawal behavior on the other (Allen and Meyer,
2000; Haim, 2007; Mousa and Alas, 2016a, b). This also represents the obvious adoption of
social exchange theory, which indicates that employees constitute a kind of psychological tie
with their organization only when perceiving care from it (Blau, 1964). Furthermore, an
Egyptian study conducted by Mousa and Alas (2016a) has earlier asserted that cultural
diversity challenges (workplace communication and training) positively affect employee
affective, continuance and normative commitment. This supports the results yielded by the
second hypothesis of this paper.
Inspiring
organizational
commitment
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
The research also identified a statistically significant effect of responsible leadership
on organizational commitment approaches (affective, continuance and normative)
through mediating organizational inclusion. The fact that responsible leadership
creates and maintains trusting relationships with in-and-out of organization (hospitals in
this case) stakeholders in an attempt to fulfill a predetermined set of societal obligations
besides their traditional goals of maximizing shareholder profits turns employees
(physicians in this case) into effective partners with a share of the organizations work
results instead of being traditional performers (Waldman, 2011; Gond et al., 2011; Mousa,
2017a). This in turn not only enhances employee willingness to accept an organizations
goals but also their readiness to invest their maximum in fulfilling its predetermined set of
objectives (Porter et al., 1980; Allen and Meyer, 1993). Accordingly, responsible leadership
has a statistically significant effect on employee organizational commitment.
Furthermore, the fact that decision makers appreciate individual differences and
intergroup dissimilarities on the one hand, and utilize fair procedures to constitute their
in-organization relational networks on the other, strongly supports the climate of
in-organizational transparency, trust and mutual respect, which then enhances employee
levels of organizational commitment.
The practical implications of this paper are that the authors suggest that each hospital
administration rethink the psychological and cultural mechanism to be adopted when
dealing with their physicians. Creating and maintaining long-lasting relationships with in-
and-out stakeholders plays a significant role in enhancing affective, continuance and
normative commitment among physicians toward their workplace (their hospital in this
case). Moreover, there is a need to understand that organizational inclusion is no longer
limited to management intervention. Accordingly, the administration of public hospitals in
Egypt should responsibly employ an ongoing policy for disseminating organizational
inclusion practices (e.g. organizational justice, solidarity, tolerance and equality) in each
hospital and/or department. Any discourse about workplace discrimination, organizational
nepotism and preferential selection in recruiting, hiring, developing and retaining
physicians should be met with a hospital mechanism of affirmative action against
discrimination and in support of a realistic equal employment opportunity approach. Hence,
asking physicians to write a monthly anonymous report about what their likes, dislikes,
hopes and concerns will, to some degree, diminish the view of their hospitalsirresponsible
practices. Moreover, utilizing open communication policies and monthly training in
managing cultural differences should play a role in enhancing the emotional, continuance
and normative commitment of physicians.
6. Conclusion
This study focused on physicians in the four public hospitals located in the October
province (Egypt) and provides empirical evidence of a positive association between
responsible leadership and organizational inclusion. Moreover, it secures additional insights
into the positive effect of responsible leadership and organizational inclusion on physicians
affective, continuance and normative commitment.
The study statistically highlights that having responsible decision makers who seek to build
socio-ethical and relational networks with in-out group networks on the one hand, and securing
a work climate of cultural harmony in which individual differences, intergroup dissimilarities
and identity-related conflicts are well-managed and solved on the other, considerably inspires a
high level of affective, continuance and normative commitment among physicians. This comes
in agreement with the study by Mousa and Alas (2016a) the only study conducted to address
the relationship between cultural diversity challenges and organizational commitment in the
Egyptian context to the best of the authors knowledge. Moreover, the results support the
findings of Mousa (2017a, b) who addresses nurses in Egyptian public hospitals and found that
JMD
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
in-out group differentiation, exclusion and injustice are the main factors increasing nurses
desire to discontinue their organizational membership.
This research has clear limitations. First, focusing only on public hospitals in a single
Egyptian province out of 26 provinces may diminish the authors ability to generalize his
results. Second, depending on physicians as the only source of research data may lead to an
inflation of the statistical results. Finally, relying mostly on references with business
backgrounds, due to the novelty and the rareness of the empirical studies on responsible
leadership, may be considered a third limitation.
The uniqueness of the present research derives from the reality to the best of the
authors knowledge that it is considered the first to address the relationship between
responsible leadership and organizational commitment in the context of Egyptian public
hospitals, which may yield further research opportunities for Egyptian researchers to test
the same hypotheses in other types of hospitals (military, private, etc.) in Egypt.
Furthermore, the research may also be considered an open invitation for more
interdisciplinary studies by HR, public administration, sociology and cultural diversity
scholars in different health care organizational settings.
References
Adams, J.S. (1965), Inequity in social exchange, in Berkowitz, L. (Ed.), Advances in Experimental
Social Psychology, Vol. 2, Academic, New York, NY, pp. 267-299.
Aguilera, R.V., Rupp, D.E., Williams, C.A. and Ganapathi, J. (2007), Putting the S back in corporate
social responsibility: a multi-level theory of social change in organizations,Academy of
Management Review, Vol. 32 No. 3, pp. 836-863.
Ahmad, S., Shahzad, K., Rehman, S., Khan, N.A. and Shad, I.U. (2010), Impact of organizational
commitment and organizational citizenship behavior on turnover intentions of call center
personnel in Pakistan,European Journal of Social Sciences, Vol. 17 No. 4, pp. 585-591.
Allen, N. and Meyer, J. (1990), The measurement and antecedents of affective, continuance, and
normative commitment to the organization,Journal of Occupational Psychology, Vol. 63 No. 1,
pp. 1-18.
Allen, N.J. and Meyer, J.P. (1993), Organizational commitment: evidence of career stage effects?,
Journal of Business Research, Vol. 26 No. 1, pp. 49-61.
Allen, N.J. and Meyer, J.P. (2000), Construct validation in organizational behavior research: the case of
organizational commitment, in Goffin, R.D. and Helmes, E. (Eds), Problems and Solutions in
Human Assessment, Kluwer Academic Publishers, London, pp. 285-314.
Antunes, A. and Franco, M. (2016), How people in organizations make sense of responsible leadership
practices- multiple case studies,Leadership & Organization Development Journal, Vol. 37 No. 1,
pp. 126-152.
Ashikali, T. and Groeneveld, S. (2015), Diversity management for all? An empirical analysis of
diversity management outcomes across groups,Personnel Review, Vol. 44 No. 5, pp. 775-780.
Bashir, N. and Long, C.S. (2015), The relationship between training and organizational commitment
among academicians in Malaysia,Journal of Management Development, Vol. 34 No. 10,
pp. 1227-1245.
Bilimoria, D., Joy, S. and Liang, X. (2008), Breaking barriers and creating inclusiveness: lessons of
organizational transformation to advance women faculty in academic science and engineering,
Human Resource Management, Vol. 47 No. 3, pp. 423-441.
Blau, P. (1964), Power and Exchange in Social Life, John Wiley & Sons, New York, NY.
Bogler, R. (2005), Satisfaction of Jewish and Arab teachers in Israel,The Journal of Social Psychology,
Vol. 145 No. 1, pp. 19-33.
Inspiring
organizational
commitment
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
Bolander, W. and Jones, E. (2009), Managing the drivers of organizational commitment and
salesperson effort: an application of Meyer and Allens three-component model,Journal of
Marketing Theory and Practice, Vol. 17 No. 4, pp. 335-350.
Caiazza, R. (2016), Internationalization of SMEs in high potential markets,Trends in Food Science &
Technology, Vol. 58 No. 1, pp. 127-132.
Caiazza, R. and Ferrara, G. (2016), Economic geography and multipolar strategies: an empirical
analysis,Journal of Management Development, Vol. 35 No. 3, pp. 394-405.
Caiazza, R. and Volpe, T. (2015a), Interaction despite of diversity: is it possible?,Journal of
Management Development, Vol. 34 No. 6, pp. 743-750.
Caiazza, R. and Volpe, T. (2015b), M&A process: a literature review and research agenda,Business
Process Management Journal, Vol. 21 No. 1, pp. 205-220.
Carroll, A.B. and Shabana, K.M. (2010), The business case for corporate social responsibility: a review
of concepts, research and practice,International Journal of Management Reviews, Vol. 12 No. 1,
pp. 85-105.
Cropanzano, R. and Mitchell, M. (2005), Social exchange theory: an interdisplinary review,Journal of
Management, Vol. 31 No. 6.
Daya, P. (2014), Diversity and inclusion in an emerging market context,Equality, Diversity and
Inclusion, Vol. 33 No. 3, pp. 293-308.
Daya, P. and April, K.A. (2014), The relationship between demographic groups and perception of
inclusion in a South African organization,South African Journal of Business Management,
Vol. 45 No. 2, pp. 25-34.
De Hoogh, A.H. and Den Hartog, D.N. (2008), Ethical and despotic leadership, relationships with
leaders social responsibility, top management team effectiveness and subordinatesoptimism:
a multi- method study,The Leadership Quarterly, Vol. 19 No. 3, pp. 297-314.
Devine, F., Baum, T., Heams, N. and Devine, A. (2007), Managing cultural diversity: opportunities and
challenges for Northern Ireland hoteliers,International Journal of Contemporary Hospitality,
Vol. 19 No. 2, pp. 120-132.
Ely, R.J. and Thomas, D.A. (2001), Cultural diversity at work: the effects of diversity perspectives on
work group process and outcomes,Administrative Science Quarterly, Vol. 46 No. 2, pp. 229-273.
Fao, U.G. and Fao, E.B. (1974), Societal Structure of the Minds, Charles Thomas, Springfield, IL.
Friedman, M. (2007), The social responsibility of business is to increase its profits, in Zimmerli, W.C.,
Richter, K. and Holzinger, M. (Eds), Corporate Ethics and Corporate Governance, Springer,
Berlin, pp. 173-178.
Fry, L. and Slocum, J.W. Jr (2008), Maximizing the triple bottom line through spiritual leadership,
Organizational Dynamics, Vol. 37 No. 1, pp. 86-96.
Gond, J.-P., Igalens, J., Swaen, V. and El Akremi, A. (2011), The human resources contribution to
responsible leadership: an exploration of the CSRHR interface,Journal of Business Ethics,
Vol. 98 No. 1, pp. 115-132.
Grant, A.M., Dutton, J.E. and Rosso, R.D. (2008), Giving commitment: employee support programs and
the pro social sense making process,Academy of Management Journal, Vol. 51 No. 5,
pp. 898-918.
Haim, A.B. (2007), Rethinking organizational commitment in relation to perceived organizational
power and perceived employment alternatives,International Journal of Cross Cultural
Management, Vol. 7 No. 2.
Henriques, A. and Richardson, J. (2012), The Triple Bottom Line: Does it all Add Up, Earthscan, London.
Hommel, U., Painter-Morland, M. and Wang, J. (2012), Gradualism prevails and perception outbids
substance,Global Focus, Vol. 6 No. 20.
Hymavathi, C.L., Kasarabada, A. and Avadhanam, S. (2015), Demonstrating responsible leadership at
SOS villages a real case,International Journal on Leadership, Vol. 3 No. 2, pp. 1-13.
JMD
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
Kamenou, N. and Fearful, A. (2006), Ethnic minority women: a lost voice in HRM,Human Resource
Management Journal, Vol. 16 No. 2, pp. 154-172.
Kanter, R. (1968), Commitment and social organization: a study of commitment mechanisms in
Utopian communities,American Sociology Review, Vol. 33 No. 1, pp. 499-517.
Komives, S.R. and Dugan, J.P. (2010), Contemporary leadership theories,inCouto,R.A.(Ed.),
Political and Civic Leadership: A Reference Handbook,Vol.1,SAGEPublications,LosAngeles,CA,
pp. 111-120.
McWilliams, A. and Siegel, D.S. (2011), Creating and capturing value: strategic corporate social
responsibility, resource-based theory, and sustainable competitive advantage,Journal of
Management, Vol. 37 No. 5, pp. 1480-1495.
Maak, T. (2007), Responsible leadership, stakeholder engagement, and the emergence of social
capital,Journal of Business Ethics, Vol. 74 No. 4, pp. 329-343.
Maak, T. and Pless, N.M. (2006), Responsible leadership in a stakeholder society a relational
perspective,Journal of Business Ethics, Vol. 66, pp. 99-115.
Maertz, C.P., Griffeth, R.W., Campbell, N.S. and Allen, D.G. (2007), The effects of perceived
organizational support and perceived supervisor support on employee turnover,Journal of
Organizational Behavior, Vol. 28 No. 8, pp. 1059-1075.
Malik, M.E. and Naeem, B. (2011), Impact of perceived organizational justice on organizational
commitment of faculty: empirical evidence from Pakistan,Interdisciplinary Journal of Research
in Business, Vol. 1 No. 9, pp. 92-98.
Mor Barak, M.E. (2000), The inclusive workplace: an ecosystems approach to diversity management,
Social Work, Vol. 45 No. 4, pp. 339-353.
Mor Barak, M.E. (2015), Inclusion is the key to diversity management, but what is inclusion?,
Human Service Organizations Management, Leadership and Governance, Vol. 39 No. 2, pp. 83-88.
Mousa, M. (2017a), How do nurses perceive their cultural diversity? An exploratory case study,
African Journal of Business Management, Vol. 11 No. 17, pp. 446-455.
Mousa, M. (2017b), Responsible leadership and organizational commitment among physicians: can
inclusive diversity climate enhance the relationship,Journal of Intercultural Management,
Vol. 9 No. 2, pp. 103-141.
Mousa, M. (2018a), Factors affecting organizational commitment among teachers in Egyptian Public
primary schools, PhD thesis, Tallinn, available at: https://ebs.ee/sites/default/files/Doctoral%20
Thesis/Mohamed_Mousa.pdf
Mousa, M. (2018b), Inspiring work-life balance: responsible leadership among female pharmacists
in the Egyptian health sector,Entrepreneurial Business and Economics Review, Vol. 6 No. 1,
pp. 11-22.
Mousa, M. and Alas, R. (2016a), Workplace spirituality and organizational commitment: a study on the
public schools teacher in Menoufia (Egypt),African Journal of Business Management, Vol. 10
No. 10, pp. 247-255.
Mousa, M. and Alas, R. (2016b), Uncertainty and organizational commitment: a study on primary
public schoolsteachers in Menoufia (Egypt),European Journal of Business and Management,
Vol. 8 No. 20, pp. 38-47.
Mowday, R., Porter, L.W. and Steers, R. (1982), Organizational Linkages: The Psychology of
Commitment, Absenteeism and Turnover, Academic Press, New York, NY.
Newman, A., Thanacoody, R. and Hui, W. (2011), The impact of employee perceptions of training
on organizational commitment and turnover intentions: a study of multinationals in the
Chinese service sector,The International Journal of Human Resource Management, Vol. 22
No. 8, pp. 1765-1787.
Persic, M. and Persic, A. (2016), Standards of socially responsible management- impact on sustainable
development of the organization, the social and natural environment,Management, Vol. 21,
pp. 207-225.
Inspiring
organizational
commitment
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
Pless, N.M. (2007), Understanding responsible leadership: role identity and motivational drivers,
Journal of Business Ethics, Vol. 74 No. 4, pp. 437-456.
Pless, N.M., Maak, T. and Waldman, D.A. (2012), Different approaches toward doing the right thing:
mapping the responsibility orientations of leaders,Asia Pacific Journal of Management, Vol. 26
No. 4, pp. 451-465.
Podsiadlowski, A., Otten, S. and van der Zee, K. (2009), Diversity perspectives, Symposium on
Workplace Diversity, Groningen.
Pool, S. and Pool, B. (2007), A management development model: measuring organizational
commitment and its impact on job satisfaction among executives in a learning organization,
Journal of Management Development, Vol. 26 No. 4, pp. 353-369.
Porter, M.E. (1980), Competitive Strategy, Free Press, New York, NY.
Rusjan, B. and Castka, P. (2010), Understanding ISOs 9001 benefits and research through an
operations strategy framework,Managing Global Transitions, International Research Journal,
Vol. 8 No. 1, pp. 97-118.
Salancik, G.R. (1977), Commitment is too easy,Organizational Dynamics, Vol. 6 No. 1, pp. 62-80.
Sreejesh, S. and Tavleen, N. (2011), Antecedents and consequences of employee loyalty towards the
organization: empirical evidence from Indian software industry,International Journal of
Knowledge Management Studies, Vol. 18 No. 2.
Traavik, L.E.M. and Adavikolanu, A.V. (2016), Attitudes towards diversity: evidence from business
school students from Norway, India and the Czech Republic,Cross Cultural and Strategic
Management, Vol. 23 No. 3, pp. 450-466.
Voegtlin, C. (2011), Development of a scale measuring discursive responsible leadership,Journal of
Business Ethics, Vol. 98 No. 1, pp. 57-73.
Waldman, D.A. (2011), Moving forward with the concept of responsible leadership: three caveats to guide
theory and research,Journal of Business Ethics, Vol. 98, pp. 75-83, doi: 10.1007/s10551-011-1021-8.
Waldman, D.A. and Galvin, B.M. (2008), Alternative perspectives of responsible leadership,
Organizational Dynamics, Vol. 37 No. 4, pp. 327-341.
Waldman, D.A. and Siegel, D. (2008), Defining the socially responsible leader,The Leadership
Quarterly, Vol. 19, pp. 117-131.
Ylostola, H. (2016), Traces of equality policy and diversity management in Finnish work
organizations,Equality Diversity and Inclusion: An International Journal, Vol. 35 Nos 7/8,
pp. 415-428.
Further reading
Alas, R. and Mousa, M. (2016), Cultural diversity and business schoolscurricula: a case from Egypt,
Problems and Perspectives in Management, Vol. 14 No. 2, pp. 130-137.
Avram, D.O. and Kuhne, S. (2008), Implementing responsible business behavior from a strategic
management perspective: developing a framework for Austrian SMEs,Journal of Business
Ethics, Vol. 82 No. 2, pp. 463-475.
Carrasco, I. (2007), Corporate social responsibility, values and cooperation,International Advances in
Economic Research, Vol. 13 No. 4, pp. 454-460.
Colby, A., Ehrlich, T., Sullivan, W.M. and Dolle, J.R. (2011), Rethinking Undergraduate Business
Education, Jossey-Bass, San Francisco, CA.
Cornuel, E. and Hommel, U. (2015), Moving beyond the rhetoric of responsible management
education,Journal of Management Development, Vol. 34 No. 1, pp. 2-15.
Dyllick, T. (2015), Responsible management education for a sustainable world: the challenges for
business schools,Journal of Management Development, Vol. 34 No. 1, pp. 16-33.
EFMD (2014), EQUIS Standards and Criteria, EFMD, Brussels.
JMD
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
Giacalone, R.A. and Thompson, K.R. (2006), Business ethics and social responsibility education,
shifting the worldview,Academy of Management Learning and Education, Vol. 5 No. 3,
pp. 266-277.
Harris, J.D. (2008), Whats wrong with executive compensation?,Journal of Business Ethics, Vol. 85
No. 1, pp. 147-156.
Maak, T. and Pless, N.M. (2009), Business leaders as citizens of the world. Advancing humanism on
a global scale,Journal of Business Ethics, Vol. 88 No. 3, pp. 537-550.
Meyer, J.P. and Allen, N.J. (1991), A three-component conceptualization of organizational
commitment,Human Resource Management Review, Vol. 1 No. 2, pp. 61-89.
Meyer, J.P. and Allen, N.J. (1997), Commitment in the Workplace, SAGE Publications, London.
Miska, C., Hilbe, C. and Mayer, S. (2014), Reconciling different views on responsible leadership:
a rationality-based approach,Journal of Business Ethics, Vol. 125, pp. 349-360.
Muff, K. (2013), Developing globally responsible leaders in business schools: a vision and
transformational practice for the journey ahead,Journal of Management Development, Vol. 32
No. 5, pp. 487-508.
Painter-Morland, M. (2015), Philosophical assumptions undermining responsible management
education,Journal of Management Development, Vol. 34 No. 1, pp. 61-75.
Rasche, A. and Kell, G. (Eds) (2010), The United Nations Global Compact: Achievements, Trends and
Challenges, Cambridge University Press, Cambridge.
Valor, C. (2008), Can consumers buy responsibly? Analysis and solutions for marketing failures,
Journal of Consumer Policy, Vol. 31, pp. 315-326.
Wang, S., Huang, W., Gao, Y., Ansett, S. and Xu, S. (2015), Can socially responsible leaders
drive Chinese firm performance?,Leadership & Organization Development Journal, Vol. 36
No. 4, pp. 435-450.
Corresponding author
Mohamed Mousa can be contacted at: bbcc2050@gmail.com
For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: permissions@emeraldinsight.com
Inspiring
organizational
commitment
Downloaded by 91.129.103.133 At 07:32 07 May 2019 (PT)
... For leading inclusive organizations, a leadership cognizant of the sensitivities of diversity in the internal and external environment seems essential (Irfan et al., 2020;Mousa & Puhakka, 2019). Based on the idea that organizational leaders should meet relevant social, environmental, and futuristic responsibilities, responsible leadership will likely meet the multifarious requirements of inclusive organizations (Gomez & Bernet, 2019). ...
... Among the multitude of antecedents, leadership is considered a major antecedent in the creation and maintenance of inclusive organizations (Mousa & Puhakka, 2019). Responsible leaders who are emotionally intelligent to deal with diverse stakeholders are expected to impact inclusive organizations positively. ...
... Responsible leaders respect differences and try to capitalize on strengths while remaining aware of the sensitivities of every individual. Through their emotional intelligence, responsible leaders do not antagonize anyone and nurture pleasant relationships (Mousa & Puhakka, 2019). These characteristics make responsible leadership highly suitable for inclusive organizations. ...
... 108 Mousa and Puhakka investigated the impact of RL on OC, considering organizational inclusion as a mediating variable. 109 They used the three-component framework introduced by Meyer and Allen, 44 which includes AC, CC, and NC, and found that RL had a significant association with AC, CC, and NC through organizational inclusion as a mediator. Haque et al also found that AC acted as a mediator between RL and intention to quit. ...
... These findings are consistent with previous studies that have found positive relationships between these variables. 10,90,109 Overall, the descriptive statistics, internal consistency, and intercorrelations provide a solid foundation for further analyses. Table 4 presents the demographics of the respondents participating in the study. ...
Article
Full-text available
Purpose: The purpose of this research is to investigate the synergistic impact of workplace spirituality (WPS), responsible leadership (RL), and pro-environmental behavior (PEB) within the context of Pakistan's Small and Medium Enterprises (SMEs) along with the mediating mechanism of Affective commitment (AC). Methods: Our study utilizes structural equation modeling (SEM) to analyze survey data collected from 390 employees within Pakistani SMEs. We develop a single unified framework to test the hypothesized relationships between RL, PEB, and AC as a mediator. Results: Our results unveil significant positive relationships between WPS, RL, and PEB. Our findings endorse both the direct connections between WPS, RL, and PEB, as well as the mediating mechanisms through AC. This study offers novel insights into the influence of PEB in the context of Pakistan's SMEs. Conclusion: The research significantly contributes to the existing literature by examining WPS, RL, PEB, and AC in the context of Pakistan's SMEs. The study's conclusions emphasize the potential benefits of integrating WPS and RL into business practices to encourage PEB. Additionally, we discuss the limitations of our research and suggest future avenues for further exploration in this vital area of sustainable business management.
... Inspirational motivation was the fourth theme that emerged from participants' responses. According to Mousa and Puhakka, (2019), inspirational motivation is related to leaders' abilities to inspire confidence, motivation, and a sense of purpose in their followers. Moreover, transformational leaders must develop a clear vision for the future, keep clear lines of communication with followers concerning expectations of the group, and demonstrate a sense of responsibility and commitment to the goals that have been laid out. ...
Article
Full-text available
Leadership emerges as a powerful force in the effort toward achieving quality education. The transformational leadership style inspires leaders to work toward a common goal to create change. The purpose of this basic qualitative study was to explore higher education deans' and faculty directors' perspectives on their practice of transformational leadership in higher education institutions in Colombia. Transformational leadership theory served as the conceptual framework for this study. Data was collected from semi-structured interviews with six higher education deans and six faculty directors. Findings from coding analysis revealed seven themes: leadership commitment, shared vision, idealized influence, inspirational motivation, intellectual stimulation, organizational performance, and future orientation. Colombian higher education leaders may use the findings to improve decision-making practices, increase motivation, and enhance organizational commitment and effectiveness.
... Accordingly, responsible leaders have to maintain long-lasting and trusting relationships with different internal and external stakeholders . Internal stakeholders might include managers, shareholders and employees, whereas external stakeholders include, for example, suppliers, government representatives, clients, social activists, labour union officials and environmental advocates (Waldman, 2011;Mousa and Puhakka, 2019;Mousa et al., 2020). What differentiates this style from other leadership styles is the ability of its leaders to foster relational intelligence, which includes emotional intelligence (the ability to accept people from various backgrounds) and ethical intelligence (the ability to use wisdom when dealing with conflicting opinions, perspectives and views) (Mousa and Arslan, 2023b;Waldman, 2011). ...
Article
Purpose This paper aims to find an answer to the questions: To what extent is the implementation of responsible management education (RME) perceived to be adequate for developing responsible leadership skills among business school students? How should it be used effectively to guarantee such an outcome? Design/methodology/approach The authors conducted semi-structured interviews with 24 management educators working at three public business schools. Thematic analysis was used to analyse the collected data. Findings The findings show that the implementation of RME alone is not adequate to ensure the development of responsible leadership skills among students in business schools. However, management educators do perceive it as a considerable step towards that outcome if accompanied with internship and training opportunities to exercise and observe how social roles and activities are practiced in business, not-for-profit and civil society organisations. Originality/value This study is a pioneering attempt to address the relationship between RME and developing responsible leadership skills among students in non-Western business schools.
Article
The aim of this paper is to explore how Syrian entrepreneurs in Egypt might ensure the inclusion of Egyptian employees in their restaurants in return for gratitude for the good treatment they receive from that country. The empirical sample comprises 54 semi-structured interviews with employees working full-time in restaurants owned by Syrians in Egypt. The findings showed that the previous disappointments and hardships of the refugees shape their way of thinking and behaving. The interviews indicated that Syrian refugees in Egypt return the gratitude they receive from their host country with long working hours, low financial incentives, and second-class treatment for their Egyptian employees. Moreover, the findings also indicated that guaranteeing Syrian entrepreneurs ongoing action resources (access to education, health, the labour market), emancipative values (ongoing tolerance from the host-country citizens) and civic entitlement (laws to secure freedom for Syrian refugees) might result in him or her feeling like the master that the citizens of the host country should please because he has suffered a lot in his country of origin.
Article
Full-text available
Purpose The study aims to find out the extent to which hospitality sector family-owned businesses in Egypt feel committed to responsible leadership practices and subsequently meet their stakeholders' expectations. Design/methodology/approach The authors conducted semi-structured interviews with 24 owners of family restaurants in Egypt. Thematic analysis was undertaken on the collected data resulting in four major themes. Findings The authors find that the four dimensions (aggregation of virtuousness, stakeholder involvement, individual competencies and ethical contributions) are not fully exercised by the owners despite their readiness to behave correctly according to social norms. Furthermore, the respondents elaborated that they do not fully understand how to commence playing a role in contributing to the common good in their societies. Originality/value To the best of the authors’ knowledge, the present study is the first to empirically investigate responsible leadership practices in the context of small and medium-sized family businesses (restaurants in this case), particularly in the emerging market and non-Western contexts.
Article
Full-text available
Objective:The aim of the research was to investigate the effect of responsible leadership on female pharmacists’ work-life balance/imbalance forms in public hospitals in Menoufia province, Egypt. Research Design & Methods: This is a quantitative study and a total of 350 female pharmacists were contacted. After four follow ups, a total of 230 responses were collected with a response rate of 65.71%. Findings:The findings highlighted only an aggregate of virtues and is not considered a strong statistical predictor for any of the three work-life balance/imbalance forms (time-based balance/imbalance, strain-based balance/imbalance and behaviour-based balance/imbalance) while the other three dimensions (stakeholder involvement, the model of leader’s role and the principles of ethical values) of responsible leadership had a significantly high effect on work- life forms. Implications & Recommendations: Dependent and independent variables were collected from the same source, and this may have led to an inflation of statistical relationships. Public organisations like hospitals have to treat female pharmacists responsively as one of the main stakeholders who requires flexible work hours, active participation in decision making, and clear empowerment in the workplace. Contribution & Value Added:This article contributes by filling a gap in management and organisation literature, in which empirical studies on the relationship between responsible leadership and work-life balance/imbalance have so far been quite limited in the literature. For future studies, the author suggests testing the same propositions with physicians, nurses, and other categories of employees in Egyptian public hospitals.
Article
Full-text available
As a result of the attention paid to the concept of ethics over the past decade, responsible leadership has come to be a focus of research interest for management scholars. The concept entails the degree of stakeholder engagement besides the sense of societal obligation organizations have to fulfill. The growing concept also assumes that focusing only on maximizing shareholder profit is no longer acceptable in the global business and economic sphere. That is why the concept has found a place in management literature as mentioned. Over the past four decades, organizational commitment has come to be considered a buzzword in both management and organization studies. The concept was developed in 1960 to assess employee emotional attachment to their workplace, and currently its scope has been extended to include all employee-employer relationships. The importance of the concept stems from its strong Mohamed Mousa correlation with many wanted and unwanted workplace behaviors like absenteeism, turnover, performance levels, citizenship behaviors and justice as proved by many quantitative studies. This study focused on Kasr El Eini hospital (Egypt) and identified the effect of responsible leadership on physicians' affective, continuance and normative commitment through mediating the role of an inclusive diversity climate by conducting a quantitative study. Upon collecting 140 questionnaire forms and using chi-square analysis followed by multiple regressions, it appears that responsible leadership has a positive association with an inclusive diversity climate , an inclusive diversity climate has a positive association with physicians' organizational commitment and finally, responsible leadership affects physicians' organizational commitment through mediating the role of an inclusive diversity climate.
Article
Full-text available
Due to its effect on both individual outcomes like job mobility, job satisfaction, job involvement and fair remuneration on the one hand and organizational outcomes like employees' attendance, turnover, cynicism and performance on the other, diversity has become a rising trend more than ever before. The concept is no longer limited to Western countries but has become popular in many parts of the world. This study focuses only on Kasr El Eini hospital and in an attempt to investigate how nurses perceive their diversity. 25 semi-structured interviews were conducted, and the findings reflect that nurses at Kasr El Eini hospital, like many other classes of Egyptian society, struggle in a state of division and lack the value of inclusion in their workplace. Moreover, distributive justice was perceived with doubt by nurses there. The study ends with the recommendation that managers at Kasr El Eini hospital establish a professional identity for the hospital in which the concept " good colleague " should be utilized. Furthermore, paying attention to both inclusion and justice is also a needed mechanism there.
Article
Full-text available
Purpose The purpose of this paper is to discuss how equality and diversity are experienced in everyday work within Finnish work organizations and how equality policy and diversity management participate in maintaining the inequality regimes of the organizations. Design/methodology/approach The empirical findings are based on 31 interviews, which were collected in two private sector work organizations. Inequality regimes, the interlocked practices, and processes that result in continuing inequalities in all work organizations, are used as an analytic tool. Findings There is an individualizing tendency of equality in Finnish work organizations, which is also the premise of diversity management. Accordingly, the organizations cannot address structural and historical discrimination based on gender, race, and class. Also, when diversity is intrinsic to the corporate image, the members of the organization downplay and legitimize inequalities in their organization. Originality/value The paper analyzes inequality regimes in a context that should be ideal for equality and diversity: Finland, where gender equality policies are relatively progressive, and organizations that strive for equality and diversity. This gives new insight on why inequalities are difficult to change.
Article
Full-text available
The French Ecole Supérieure Libre des Sciences Commercial Appliquées (ESLSCA) in Paris is one of the most important global culturally diverse private business schools in terms of its number of branches and its history. ESLSCA has had a branch in Cairo in Egypt for about 17 years. This qualitative study seeks to focus on ESLSCA-Egypt branch to investigate the extent to which cultural diversity is included in its MBA curricula. The main methods for collecting data are document analysis, a number of semi-structured interviews, and a review of relevant literature. The study findings have meaningful implications for the practices of business schools' education and training.
Article
Full-text available
With globalization and mounting global uncertainties, cultural diversity has become one of the main factors affecting both in–and–out life of any organization. Hence, responding to cultural diversity is a challenging organizational priority in order to achieve organizational goals. It entails absorbing differences and creating a healthy environment in which all employees feel valued, and their talents are fully utilized. During the last three decades, organizational commitment has gained popularity by examining employees' link to their organization. It has a tremendous role in shaping the future of organizational orientation. This study explores the link between cultural diversity challenges and organizational commitment approaches by conducting a quantitative study of teachers in a public primary school in Menoufia province (Egypt). Both correlation and regression analysis of collected data indicate that it is true to assume that not all challenges of cultural diversity have a positive effect on organizational commitment approaches.
Article
Full-text available
Due to its significant impact on organizations' survival and success, workplace spirituality has gained popularity in both academic and work environments over the last decade. This popularity has been created and maintained because of employees' feeling of hyper stress and anxiety stemming from the very high demands and expectations imposed by their organizations. In reaction to such high targets, employees tend to increase their levels of absenteeism, leave their jobs with less provocation, raising rates of turnover, and yield very poor results in terms of work performance. This study tried to investigate the relationship between workplace spirituality dimensions and organizational commitment approaches in the Egyptian public primary schools where teachers show low level of organizational commitment. The authors distributed 200 questionnaires to collect their data and found a 75% response rate of their respondents. By analyzing their data using the statistical packages for social sciences (SPSS) (version 13), they discovered that only meaningful work and sense of community had a significant correlation relationship with organizational commitment approaches (affective, continuance and normative), whereas organizational values had very weak effect on the three approaches of commitment.
Article
While interest in global supply chain is immense, knowledge about how it affects internationalization of SME is still underdeveloped. This has contributed to the existence of a literature gap. Specifically, in the agro-food industry, small and medium-sized enterprises (SMEs) are unable to internalize the global supply chain for exporting their products abroad. Thus, the role of consolidators in SMEs' global supply chain is central for their internationalization strategies. Despite of the relevance of consolidators for internationalization of SMEs few articles analyze their role in global supply chain. At the aim to fill this literature gap our analysis provides an analytical investigation of consolidators' role in internationalization of SMEs. Our study is firstly based on a desk analysis able to evidence the relevance of the some markets for Italian agro-food goods. Then we discuss an interesting case study. The article suggests to researchers and policy-makers new perspectives on the relevance of global supply chain for competitiveness of agro-food SMEs.
Article
Todays enterprises across the world realize that they are a part of a large complex ecosystem and they need to plan, act, perform, and realize their mission interacting with various groups of stakeholders. It applies to profit and not for profit organizations at varied degree of importance to make a positive contribution to society beyond the economic benefits that derive from the activities of enterprises. The need of the hour is to define, design, develop, and deliver on responsible or social leadership. The Center for Social Leadership defines social leadership as a means to devote ones life and talents to improving society regardless of social standing, wealth, or privilege. Considering the above context, to fully grasp and understand how the power of social leadership influences the society we considered the case of one such leader Tim Mckormick, CEO of SOS Villages, USA in understanding the style of his leadership, the motivational factors, the triggers for action, the challenges, and the dilemmas in living up to the organizational and personal values to make a positive impact to the society.
Article
Purpose – The purpose of this paper is to investigate diversity attitudes of business school students across three national contexts Norway; India and the Czech Republic. These three countries are dissimilar from one another in terms of values, such as individualism and collectivism (Hofstede, 2001) self-expression and secular-rationalism (Inglehart and Welzel, 2010) and inequality. The authors wanted to explore similarities and differences in diversity attitudes of respondents from these countries. Design/methodology/approach – Using the diversity attitude scale developed by De Meuse and Hostager (2001) the authors conducted comparative research and collected data from 234 business school graduate students. Findings – The authors found that all groups were positive towards diversity, however, there were significant differences in diversity attitudes between the countries. The Czech Republic had the most positive diversity scores and India the least positive. Research limitations/implications – This study used convenient samples of business students which might not be representative of the future management in these countries. However, the findings do suggest that attitudes towards diversity are generally positive across these very different national contexts. Practical implications – The findings suggest that in today’s international context people are becoming more positive towards diversity – at least on the conceptual level and a bottom up approach from MNC to diversity management might be easier to implement than previously thought. The preliminary evidence from the study suggests that this first step of introducing diversity policies across national borders might not meet as much resistance as previously anticipated. Social implications – The movement towards seeing and accepting different others is moving in the right direction. Originality/value – To use this established diversity attitudes measure across three very different national cultures. In the literature there is a call for more comparative research on diversity management.