Purpose – Based on the high-involvement management model and the Substitutes for Leadership theory, the purpose of this paper is to evaluate the moderating role of high-involvement management practices on the relation between managers’ transformational leadership and employees’ affective...

Traditionally, the company has been attributed relative control over employees' career paths, particularly in the case of very active organizational management. However, the growing need for organizational flexibility has led to the increasing recourse to atypical work, which in turn contributes...

Over the last few years, the transformational, transactional and laissez-faire leadership theory has attracted the attention of many researchers (Judge and Piccolo, 2004; Lowe and Gardner, 2000, Yammarino et al., 2005). Furthermore, numerous studies (Bycio, Hackett and Allen, 1995; Dumdum, Lowe and...