STRESS MANAGEMENT SKILLS AND ORGANIZATIONAL

COMMITMENT OF LAW ENFORCEMENT LEADERS

____________________

An Undergraduate thesis Proposal

Presented to the Faculty of College Criminal Justice Education
CENTRAL MINDANAO COLLEGES

____________________

In Partial Fulfillment of the

Requirements for the degree of
BACHELOR OF SCIENCE IN CRIMINOLOGY

____________________

Researchers

Cantamayor, Mary Bea

Daquilos, Philip

Muyco, Michelle

Patikaman, Ramshie

Perales, Nissan
 FEBRUARY 2023
CHAPTER 1

Introduction

Background of the Study

Burnout, dissatisfaction with one's job, and a lack of dedication to the department

are just some of the negative outcomes that can occur when leaders in law enforcement

are under excessive stress. Kim and Kim (2018) found that law enforcement personnel

who were better able to cope with stress reported greater loyalty to their department.

Therefore, effective stress management skills are crucial for leaders in law enforcement

to meet the challenges of their position and remain dedicated to their agency.

In India, for example, there is a problem with law enforcement leaders' ability to

deal with stress and lack of dedication to the organization. An estimated 20% of police

officers in India experience depression or other mental health issues, but only 10%

receive treatment, according to a 2019 survey by the National Crime Records Bureau

(NCRB). Based on the results of the survey, most Indian police officers put in more than

12 hours a day with insufficient meal and rest breaks.

 Similarly, In the Philippines police officers experienced the high levels of stress

and burnout an indication of a problematic scenario relating to the skills of stress

management and organizational commitment among law enforcement authorities in the

country. A study conducted by Pilar and Bercasio (2019) found that 87.9% of police

officers in the Philippines reported feeling high levels of stress, and 45.7% reported

feeling burnt out as a result of their job. 

Little attention has been paid to the role that contextual circumstances play in

determining the stress management abilities and organizational dedication of law

enforcement executives in the available research. Further, few studies have explored

these concerns in low and middle-income nations like the Philippines, while most have

been undertaken in high-income countries. Hence, more in-depth, context-specific

research is needed to uncover the stressors and organizational elements that affect the

well-being of law enforcement officials, and to determine how interventions and policies

might be adapted to address these specific contextual aspects.

Due to Kidapawan City's specific issues, law enforcement leaders' stress

management and organizational commitment should be studied. Law enforcement

leaders in Kidapawan City have undoubtedly been traumatized by government-armed

group battles. Kidapawan City is also a lower middle-income area with few resources for

law enforcement leaders. So, knowing the stressors and organizational elements that

affect law enforcement leaders' well-being can help establish successful interventions

and policies. This research can help Kidapawan City law enforcement leaders work in a

safer and healthier workplace, improving their capacity to serve the community and

improve public safety.

Statement of the Problem

This study aims to determine the significant relationship between Stress

Management Skill and Organizational Commitment of Law Enforcement Leaders in

Kidapawan City. Specifically, it will seek to answer the following questions:

1. What is the level of Stress Management Skills of Law Enforcement Leaders in

Kidapawan City in terms of?

1.1. Decision Making;

1.2. Social; and

1.3. Goal Setting.

2. What is the level of Organizational Commitment of Law Enforcement Leaders in

Kidapawan City in terms of?

2.1. Affective Commitment;

2.2. Continuance Commitment; and

2.3. Normative Commitment.

3. Is there any significant relationship between Stress Management Skill and

Organizational Commitment of Law Enforcement Leaders in Kidapawan City?

Hypothesis

There is no significant relationship between Stress Management Skill and

Organizational Commitment of Law Enforcement Leaders in Kidapawan City.

Theoretical Framework
 The Job Demand-Control-Support (JDCS) Theory introduced by Karasek and

Theorell in 1990 can serve as a foundation for a study on the stress management

abilities and organizational dedication of law enforcement officials. According to the Job

Demands, Coping Strategies, and Social Support (JDCS) Model, stress in the

workplace results from a trifecta of job demands, coping strategies, and social support.

Particularly, social support can operate as a buffer against stressors like high job

demands and limited job control. The Job Demands and Coping Strategies (JDCS)

model has been widely utilized in studies of job-related stress and can serve as a

helpful framework for analyzing the variables that affect the mental health of police

chiefs and other top officials.

The JDCS model is a helpful tool for gaining insight into the causes and

consequences of stress in the workplace, and it has been used successfully in a variety

of fields, including law enforcement. As one example, Wang and coworkers (2019)

looked into how factors including job demands, control, social support, and burnout all

played out among Chinese police officers. Burnout was found to be positively

associated with high job demands and low job control, whereas it was inversely

associated with social support. Based on these results, the JDCS model appears to be

a useful tool for determining where interventions are most needed to improve the health

and happiness of law enforcement agency heads and other high-ranking officials. In

addition, the JDCS model can be utilized to create individualized interventions that

facilitate stress management and organizational dedication among law enforcement

leaders by focusing on distinct facets of job demands, control, and social support.
Conceptual Framework

Figure 1 shows the conceptual model showing the relationships of the two

variables. The independent variable is the Stress Management Skill while the

dependent variable is Organizational Commitment.

Independent Variable Dependent Variable

Stress Management Skills Organizational Commitment

Decision-Making Affective
Social Continuance
Goal Setting Normative

Figure 1 Showing the relationship between variables

Review of Related Literature and Studies

In this section of the research, the concepts that are related to stress

management skills and organizational commitments may be discussed. The information

that is discussed may come from a variety of sources, such as articles that have been

reviewed by peers, studies, magazines, newspapers, books, and so on.

Stress Management Skills

It's no secret that being stressed at work may have a bad impact on both health

and productivity. In particular, leaders are vulnerable to burnout because of the

pressures of the job. Hence, leaders should learn to effectively handle stress in order to

protect their own health and that of their teams. Positive results, such as higher job

satisfaction and decreased burnout, are more likely to be experienced by leaders who

engage in stress management methods. Wilson and coworkers (2014) looked into how

stress management training affected the mental health and job happiness of business

leaders. In comparison to a control group, leaders who underwent stress management

training reported significantly reduced levels of stress and increased levels of job

satisfaction. This provides further evidence that stress management is a trainable ability

that can improve leaders' performance.

The ability to deal with stress in the here and now is also crucial for leaders. A

mindfulness-based stress reduction intervention for executives was studied by

Amundson and coworkers in 2017. As compared to a control group, leaders who took

part in the intervention reported experiencing less stress and having better coping

mechanisms. This provides supporting evidence for the hypothesis that mindfulness-

based techniques can assist leaders in handling stress in the moment. For leaders to

prioritize their personal health and avoid burnout, they need to be able to deal with

stressful situations effectively. Kopp and colleagues (2016) looked into the connection

between stress management and burnout in healthcare leaders. The findings revealed
that top-level executives who used stress-reduction techniques were less likely to burn

out than their counterparts who did not. In light of this, it's clear that leaders need

effective stress management techniques if they want to stay healthy and prevent

problems like burnout. In conclusion, the ability to effectively deal with stress is a key

component of leadership that can have beneficial effects for both the leader and the

organization. Mindfulness-based techniques have been demonstrated to be beneficial in

helping leaders deal with stress in the moment, and studies have indicated that teaching

stress management skills is feasible. More importantly, leaders need to know how to

deal with stress effectively to protect their own health and avoid problems like burnout.

As stress can negatively affect a leader's health and performance, it is important for

firms to consider providing leaders with stress management training.

Decision Making

Any leader's ability to make sound decisions is vital to the organization's

success. Problem recognition, data collection, problem analysis, and final decision

making are the steps that make up the decision-making process. Leaders are frequently

put in the position of deciding what to do in the face of substantial uncertainty,

complexity, and ambiguity. Thus, in today's fast-paced corporate climate, the capacity to

make sound decisions is crucial. To better understand what makes good leaders good

at making decisions, let's take a look at the research on the subject. Studies has

demonstrated that a leader's emotional intelligence significantly impacts the quality of

their decision-making. The ability to identify, analyze, and control one's own emotions

as well as those of others is what is meant by the term "emotional intelligence." Those

in positions of authority who score high in emotional intelligence are better able to
control their emotions and act rationally under pressure. They have a greater capacity

for perceiving and addressing workers' emotional needs, which in turn boosts morale

and output (Goleman, 1998).

Cognitive flexibility is a key aspect in sound judgment and decision making.

Means having the mental flexibility to shift gears and adjust to new circumstances.

Leaders that are cognitively flexible are able to see things from several angles, come up

with fresh concepts, and make better, better-rounded choices (Berg & Karlsen, 2016).

Leaders' decision-making abilities are significantly impacted by their level of experience.

Leaders who have been in the position for some time have a deeper familiarity with the

organization's traditions, beliefs, and expectations. They have overcome obstacles and

grown as a result of their experiences. They may now make well-informed, confident

choices thanks to their acquired wisdom and expertise. Also, leaders with greater

experience are more inclined to rely on their intuition when making decisions (Klenke,

2016).

Successful decision making includes the ability to act ethically. Leaders that act

morally are more likely to win the respect and loyalty of their followers. Also, they are

more likely to foster a trustworthy and open office culture. Leaders who make ethical

choices think ahead, operate in accordance with the company's ideals, and put the

interests of everyone involved first (Trevino & Nelson, 2016). It's clear that leaders in

any field need to be able to make sound decisions, so let's wrap things up. Strong

decision-making abilities are a product of many things, including EQ, IQ, life experience,

and moral reasoning. Leaders with these abilities are better able to keep their cool

under pressure, weigh the pros and cons of certain actions, make sound judgments,
and foster a trustworthy and supportive workplace culture. The ability of a company to

increase its performance and success may be attributed in large part to the quality of its

leadership, which in turn can be bolstered by a better grasp of the aspects that

contribute to good decision making.

Social Skills

Leaders who lack the social skills necessary to effectively communicate, network,

and foster a healthy work environment are less likely to succeed. Using a study of the

available research, we investigate how leaders' interpersonal abilities affect the success

of their businesses. Socially adept leaders are more likely to inspire their colleagues to

success and drive the firm forward, according to research by Spence and Robbins

(1992). Socially talented leaders are more likely to be recognized as transformational

leaders who inspire and motivate their employees to achieve success, according to

research by Huang and Van de Vliert (2003). Furthermore, leaders' happiness and

contentment on the job have been connected to their social abilities, which in turn affect

organizational success. Researchers Judge and Bono (2001) discovered that leaders

with higher levels of social skills had lower levels of stress and higher levels of job

satisfaction. Leaders that can effectively convey their ideas to their followers have a leg

up on the competition. Leaders with excellent communication skills are more effective at

sharing their vision with their team, receiving constructive criticism, and resolving

disagreements. Leaders who are considered as good communicators are seen as

successful by their teams, according to research by Riggio and Carney (2003). In

conclusion, having strong social skills is crucial to being an effective leader. This is

because they may have a major effect on both the success of the business and the

happiness of its employees. Crucial components of social skills in leadership are the

capacity to communicate effectively, develop relationships, and inspire and encourage

team members.

Goal Setting

Setting ambitious yet attainable objectives is a key component of effective

leadership. A leader's ability to define goals is essential because it helps give

organizations a sense of purpose and focus the efforts of its members on a common

end result. This literature study will examine numerous theories and studies on leaders'

goal setting. The idea of goals that Locke and Latham put forward is widely considered

to be the most influential (1990). Individuals are more likely to put forth effort and

endure in the face of problems if they have clearly defined and ambitious goals to work

toward, so this hypothesis posits. Leaders may improve their teams' motivation and

focus by setting goals that are both attainable and demanding (Latham & Locke, 2007).

Aligning personal objectives with those of the larger company is yet another critical part

of the goal-setting process. The level of motivation and engagement in the workplace

increases when workers can see the big picture and how their efforts fit in. Leaders that
motivate their teams by setting objectives in line with the organization's larger goals and

objectives are more likely to succeed (Ryan & Deci, 2000).

Achieving one's goals successfully requires constant evaluation and

reevaluation, as has been demonstrated by several studies. Leaders who check in with

their teams on how they're doing and make adjustments based on that information are

more likely to keep everyone working toward the same goals (Hollenbeck & Klein,

1987). A culture of continual improvement and innovation can also be fostered by

executives who promote goal setting at all levels of the firm (Bartunek & Moch, 1987).

To sum up, leaders that are successful at what they do set goals. Motive, concentration,

and output can all benefit from leaders that create goals that are both hard and aligned

for their teams and employees. Goals only work if they are reviewed and revised on a

regular basis. Leaders can promote an environment of constant development and

creativity by promoting goal-setting at all levels of the organization.

Organizational Commitment

Commitment to one's organization is a leading indicator of retention, work

satisfaction, and productivity. Leaders' loyalty to their organizations is crucial, but it

takes on a greater significance when it comes to those at the top. Leaders are crucial in

defining the culture and principles of an organization, and their dedication to the

business can inspire loyalty in their employees. Transformational leadership, open

communication between managers and subordinates, a sense of fairness in the

workplace, and a belief in the organization's backing are all characteristics that have

been demonstrated to affect subordinates' loyalty to their superiors. Transformational

leadership has been shown to increase employee engagement and loyalty. According to
research conducted by Kim and Beehr (2018), for instance, transformative leadership is

linked favorably to affective commitment among Korean workers. Employees that work

for transformational leaders tend to feel more connected to and loyal to the company as

a whole because of their efforts to inspire, motivate, and create a vision for their

colleagues.

The LMX measures how well a leader communicates with their team. The

qualities of trust, respect, and mutual support are hallmarks of a healthy LMX

connection. In numerous studies, the researchers found that LMX correlated positively

with employee loyalty. According to the research of Erdogan et al. (2019), for instance,

LMX was found to have a favorable correlation with affective commitment among

Turkish workers. Leaders who take the time to develop strong relationships with their

employees are more likely to inspire a sense of commitment and loyalty among their

staff. When discussing organizational justice, we are referring to the degree to which

workers feel that they are treated fairly on the job. Organizational justice has been

demonstrated to significantly increase employee dedication in numerous studies.

Among Chinese workers, for instance, Li and Liang (2020) discovered a positive

correlation between employees' perceptions of distributive justice (perceptions of

fairness in resource allocation) and procedural justice (perceptions of fairness in

decision-making procedures). Building a loyal and committed workforce is a top priority

for any leader, and they are more likely to succeed if they build a fair and just

workplace.

How valued and supported an employee feels by their employer is referred to as

their "perceived organizational support" (POS). The correlation between LMX and POS
has been confirmed time and time again by the academic community. Tse et al. (2018),

for instance, discovered a positive correlation between LMX and POS in the Hong Kong

labor force. Leaders that take the time to get to know their employees on a personal

level and provide a positive work environment are more likely to inspire fanatical

devotion. In sum, these results indicate that top-level commitment to the company plays

a significant role in molding staff members' perspectives and actions. Organizational

loyalty increases when leaders are transformational, have strong relationships with their

subordinates, and establish a just and supportive work environment. In turn, this can

increase happiness at work, productivity, and employee loyalty.

Affective Commitment

The term "affective organizational commitment" refers to the emotional

investment that person has in their workplace. It plays an essential role in influencing

staff retention, work happiness, and overall business success. A leader's ability to

inspire passion and pride in the work they do is crucial to retaining dedicated staff. This

literature review will examine the numerous theories and studies on leaders' affective

commitment to their organizations. Meyer and Allen's three-factor model of employee

dedication to their firm is largely regarded as the most comprehensive theory on the

topic (1991). An employee's affective commitment is grounded in their feelings toward

the company, as proposed by this theory. Affective commitment can be boosted when

leaders foster a pleasant workplace culture and encourage employees to feel like they

belong there (Meyer & Allen, 1997). Having employees whose personal beliefs are

congruent with the organization's is another key ingredient in creating a climate of

emotional commitment. Leaders can inspire their teams by sharing the organization's
bigger picture with them. Increased emotional investment and contentment in one's

work may result from such a match (Chatman, 1991). Effective leadership behaviors,

such as transformational leadership, have been found to contribute to higher levels of

affective commitment among employees (Bass & Avolio, 1997). Increased emotional

commitment is one outcome of working under a transformational leader who inspires

and motivates colleagues to attain common goals. In conclusion, employees' level of

affective organizational commitment is a major determinant of their likelihood to stay

with the company, their level of job satisfaction, and the company's success. Affective

commitment is developed when leaders demonstrate effective leadership behaviors

such as creating a happy work environment, developing a sense of belonging, matching

employee values with organizational ideals, and rewarding and recognizing employees

for their contributions. Leaders may foster a more dedicated and enthusiastic staff by

putting an emphasis on the emotional connections people feel to the organization.

Continuance Commitment

The term "continuance organizational commitment" describes an employee's

resolve to stay with their current employer despite the potential negative consequences

of doing so (such as the loss of their current salary, benefits, and/or investment

portfolio). Leaders' decisions about compensation, benefits, and other sorts of tangible

rewards play a significant effect in shaping continuance commitment among their staff.

This examination of the literature will go into the numerous theories and studies on

leaders' long-term dedication to their organizations. Meyer and Allen's three-factor

model is one of the most widely known theories of employee dedication to their

organizations (1991). An individual's dedication to staying with one company is

predicted by their estimation of the costs associated with switching to another.

Employees are more likely to stay with a company if their leaders provide generous pay,

perks, and prospects for promotion (Meyer & Allen, 1997).

Yet, studies have shown that material incentives alone may not be enough to

maintain long-term dedication to a course of action. One example is how employees'

views on the fairness of award distribution might influence their dedication to staying

with the company (Cropanzano & Ambrose, 2001). If leaders take steps to ensure their

compensation systems are seen as fair and transparent, they can boost employee

retention. Effective communication is also crucial in keeping the commitment to

continuity alive and well. Leaders that make it easy for their teams to understand the

organization's vision, mission, and values are more likely to inspire loyalty among their

staff (Meyer & Allen, 1997). In conclusion, long-term dedication to the company is a

major component in deciding staff retention and overall business success. Leaders play

a pivotal role in molding devotion to the organization by providing competitive pay,

ensuring reward systems are fair and transparent, and sharing the organization's vision,

mission, and values with their teams. Leaders can foster loyalty and consistency in their

teams by placing a premium on long-term dedication.

Normative Commitment

When an employee feels a moral or ethical need to stay with their current

employer, they are said to have a normative organizational commitment. Leaders have

a significant impact on employee norm commitment, especially when they model ethical

leadership actions. Here, we'll review the literature on leaders' normative organizational

commitment and discuss the main ideas and findings. Meyer and Allen's three-factor
model of employee dedication to their firm is largely regarded as the most

comprehensive theory on the topic (1991). Based on this theory, normative commitment

exists when an employee feels morally or ethically obligated to remain with the firm

because of shared ideals or objectives. Leadership that effectively conveys and

reinforces the organization's values and goals is one way to boost employees'

normative commitment to that work (Meyer & Allen, 1997). Ethical leadership actions,

including as role modeling, fostering transparency and accountability, and

demonstrating fairness and justice, have been demonstrated to improve normative

commitment among employees (Brown & Trevio, 2006). Ethical leaders build a culture

of trust, respect, and integrity among their teams, which in turn increases normative

commitment.

Employee involvement and participation in decision-making processes is another

crucial aspect in maintaining normative commitment. Leaders who solicit employee

feedback and input boost normative commitment by increasing employees' feelings of

belonging to the organization (Meyer & Allen, 1997). All things considered, normative

organizational commitment is a major component in influencing staff retention and

overall organization performance. Leaders have a pivotal role in establishing normative

commitment through conveying and reinforcing the organization's values and mission,

displaying ethical leadership practices, and involving employees in decision-making.

Leaders may foster loyalty and dedication in their teams by encouraging normative

commitment and fostering an environment based on trust, respect, and honesty.

Literature Review on the Relationship of Stress Management Scale and

Organizational Commitment of Law Enforcement Leaders

Leaders in the police force need to be able to cope with stress because of the

constant danger and high stakes they face. Leaders' organizational commitment (their

loyalty and devotion to the company) can be significantly influenced by their stress

management skills. In this review of the literature, we will look at the numerous theories

and studies that have examined the correlation between law enforcement leaders' ability

to manage stress and their level of commitment to their organizations. Effective stress

management is correlated with dedication to the department among top police officials,

according to the literature. Sosnowski, Howard, and Verdi (2015) conducted a study

with 250 law enforcement professionals, and they discovered that those with better

stress management abilities also reported greater organizational commitment. Officers

with higher levels of both problem-focused coping strategies like planning and problem-

solving and emotion-focused coping strategies like relaxation and positive self-talk also

reported higher levels of organizational commitment. Moreover, leaders that act as

positive role models in dealing with stress can have a beneficial effect on the stress

management abilities and dedication to the organization displayed by their employees.

Leaders who demonstrated effective stress management behaviors, such as taking

breaks, delegating tasks, and seeking support from colleagues, had subordinates who

reported higher levels of stress management skills and organizational commitment,

according to a study of 213 law enforcement officers conducted by Van der Velden et al.

(2017).nIt's crucial to keep in mind that stress management abilities aren't the sole

factor influencing law enforcement leaders' dedication to their organizations. Besides

compensation, leaders' dedication to their organization can be affected by elements like

job satisfaction, leadership style, and company culture (Meyer & Allen, 1997). In

conclusion, a leader's dedication to the department can be predicted in part by how well

they handle stress. Leaders can have a significant impact on the stress management

abilities and organizational dedication of their subordinates by displaying and modeling

good stress management practices. Leaders may foster perseverance and loyalty in

their teams by emphasizing the importance of stress management.

REFERENCES

Amundson, E. R., Butcher, L. A., & Grosse, C. (2017). A mindfulness-based stress

reduction intervention for leaders: Effects on perceived stress, anxiety, and work-related
burnout. Journal of Leadership Education, 16(2), 109-122.

Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the
multifactor leadership questionnaire. Mind Garden.

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions.
The Leadership Quarterly, 17(6), 595-616.
Cropanzano, R., & Ambrose, M. L. (2001). Procedural and distributive justice are more
similar than you think: A monistic perspective and a research agenda. Advances in
Organizational Justice, 71-91.

Chatman, J. A. (1991). Matching people and organizations: Selection and socialization

in public accounting firms. Administrative Science Quarterly, 36(3), 459-484.

Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of

organizational commitment. Human Resource Management Review, 1(1), 61-89.

Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and
application. Sage Publications.

Kopp, J., Kiese-Himmel, C., & Fischer, S. (2016). Stress management interventions in
healthcare: A systematic review of randomized controlled trials. Journal of Occupational
Health Psychology, 21(2), 271-281.

Wilson, K. S., Homan, K. J., & Oswald, F. L. (2014). Evaluation of a stress management
intervention for leaders in a large healthcare organization. Journal of Occupational
Health Psychology, 19(1), 22-35.

Crothers, L. M., & Lockwood, A. (2012). Police officer job satisfaction and burnout: A
recognizable, yet avoidable, problematic outcome. Journal of Police and Criminal
Psychology, 27(1), 1-10.
Kim, K., & Kim, J. (2018). Relationships among stress, stress management, and
organizational commitment in Korean police officers. Police Practice and Research,
19(1), 1-15.

National Crime Records Bureau (NCRB). (2019). Police organizations in India: Status
and challenges. Ministry of Home Affairs, Government of India. Retrieved from
https://ncrb.gov.in/sites/default/files/POLICE%20ORGANISATIONS%20IN%20INDIA
%20-%20STATUS%20AND%20CHALLENGES.pdf

The Economic Times. (2019, September 10). 20% police personnel in India suffer from
depression, don't get help. Retrieved from
https://economictimes.indiatimes.com/news/politics-and-nation/20-police-personnel-in-
india-suffer-from-depression-dont-get-help/articleshow/71046072.cms

Pilar, J. V. G., & Bercasio, J. J. (2019). Correlates of stress and burnout among
Philippine National Police personnel. Journal of Community Health, 44(6), 1136-1142.
doi: 10.1007/s10900-019-00711-7

GMA News Online. (2020, March 18). High stress levels among cops linked to
alcoholism, suicide, says PNP. Retrieved from
https://www.gmanetwork.com/news/news/nation/729129/high-stress-levels-among-
cops-linked-to-alcoholism-suicide-says-pnp/story/

Berg, L., & Karlsen, J. T. (2016). Cognitive flexibility and decision-making competence
revisited: How task complexity affects the relationship between cognitive flexibility and
performance in complex decision-making tasks. Journal of Cognitive Psychology, 28(4),
385-402.
Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93-102.

Klenke, K. (2016). Qualitative case study methodology in nursing research: An

integrative review. Journal of Advanced Nursing, 72(12), 2770-2781.

Trevino, L. K., & Nelson, K. A. (2016). Managing business ethics: Straight talk about
how to do it right. John Wiley & Sons.

Huang, X., & Van de Vliert, E. (2003). Where intrinsic job satisfaction fails to work:
National moderators of intrinsic motivation. Journal of Organizational Behavior: The
International Journal of Industrial, Occupational and Organizational Psychology and
Behavior, 24(2), 159-179.

Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits—self-

esteem, generalized self-efficacy, locus of control, and emotional stability—with job
satisfaction and job performance: A meta-analysis. Journal of Applied Psychology,
86(1), 80-92.

Riggio, R. E., & Carney, D. R. (2003). Social skills and leadership effectiveness. Journal
of Social Psychology, 143(6), 789-791.

Spence, J. T., & Robbins, A. S. (1992). Leadership development: Enhancing the

effectiveness of leaders, groups, and organizations. American Psychologist, 47(1), 61-
71.
Bartunek, J. M., & Moch, M. K. (1987). First-order, second-order, and third-order
change and organization development interventions: A cognitive approach. Journal of
Applied Behavioral Science, 23(4), 483-500.

Hollenbeck, J. R., & Klein, H. J. (1987). Goal commitment and the goal-setting process:
Problems, prospects, and proposals for future research. Journal of Applied Psychology,
72(2), 212-220.

Latham, G. P., & Locke, E. A. (2007). New developments in and directions for goal-
setting research. European Psychologist, 12(4), 290-300.

Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task performance.
Prentice Hall.

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of
intrinsic motivation, social development, and well-being. American Psychologist, 55(1),
68-78.

Erdogan, B., Bauer, T. N., Peiró, J. M., & Truxillo, D. M. (2019). High-performance work
systems and leader-member exchange: The role of organizational justice. Journal of
Organizational Behavior, 40(4), 461-476.

Kim, T. Y., & Beehr, T. A. (2018). Transformational leadership and organizational

commitment across cultures: A meta-analysis. Journal of Leadership & Organizational
Studies, 25(2), 141-154.
Li, H., & Liang, J. (2020). Fairness and organizational commitment in China: A
moderated mediation model of psychological contract breach and positive emotions.
Journal of Business Research, 119, 157-167.

Tse, H. H., Lam, L. W., & Lawrence, S. A. (2018). Leader-member exchange and
perceived organizational support: The impact of supervisor-attributed motives. Journal
of Business Research, 86, 305-314.

Sosnowski, T., Howard, M. O., & Verdi, M. P. (2015). Stress management and job
commitment among law enforcement officers. Policing: An International Journal, 38(1),
134-148.

Van der Velden, P. G., Bosmans, M. W., van der Meulen, E., & Klaarenbeek, M. T.
(2017). The influence of leader coping styles on leader self-efficacy, leader-member
exchange, and organizational commitment. Journal of Police and Criminal Psychology,
32(2), 143-152.