Bridging the gap between relationship and organizational commitment: the correlation of leader-member exchanges and affective organizational commitment of leader-member dyads in Born Again Christian small groups.

Abstract

The study examined how the affective organizational commitment of the leaders and members of small groups in Born Again Christian Churches is influenced by the individual relationships of the leader to each of the members of the group. Leader-member relationships will be measured through the disclosures of the two parties. The study revolves around four cases, which are the relationships between a) members' disclosures and leaders' affective commitment, b) leaders' disclosures and members' affective commitment, c) leaders' disclosures and affective commitment, and d) members' disclosures and affective commitment. The relationships between the duration of small group meeting and one-on-one meeting, as well as the frequency of one-on-one meeting to affective commitment was also examined. Two research methods were used in gathering the data needed to support this study. A survey measuring disclosure level and affective commitment was administered to 24 dyads representing their respective small groups, and the respondents were selected through convenience and purposive sampling, with the criteria that the respondents are consistently committed in the organization. Analysis of the results was done through Spearman's Rho and Fisher's Exact Test. Personal interviews with two members and three leaders were conducted to further substantiate the data acquired through the method previously mentioned. Results showed that there is a correlation between disclosures and affective commitment; the quality of disclosures are directly proportional with their affective commitment. Furthermore, it was observed that the three types of disclosures serve different purposes in the corresponding phases of leader-member relationships. Public disclosures were made by the leaders as a way of introducing themselves to their members, while the members made these disclosures to know their organization. Given this, the leaders and the members were discovered to be in their Courting-Listening Phase, wherein their personal relationship is being established. Secondly, disclosure and non-disclosure of private information were made by the leaders to inspire their members to participate actively in the organization. In the members' perspective, their disclosure and non-disclosure of private information were made as they evaluate the organization's teachings and assess their purpose for their commitment. Based on these findings, the leaders and the members were discovered to be in their ObservationFormation Phase, wherein their working relationship is being developed. Lastly, core disclosures were made by the leaders to inspire their members to further commit to the organization, while in the case of the members, disclosure and non-disclosure of core information were made as they attempt to emulate their leaders. From these observations, the leaders and the members were discovered to be in their Motivation-Partnership Phase, wherein they work hand-in-hand in the achievement of organizational goals and encourage each other as they commit to the organization.