Finally, questions need to be raised concerning how organizational commitment as a construct relates to the larger issue of employee be havior in work organizations. This suggestion points to the need for broader theories of organizational behavior that incorporate (but do not rely exclusively on) commitment as a predictor of behavior. Several directions for theoretical and empirical work can be identified. For exam ple, what are the effects of high levels of organizational commitment on the impact of organizationally designed motivation and reward systems? Would a more participative leadership style be more appropriate among highly committed employees than among less committed ones'? In fact, can commitment to the organization be considered as a substitute (or partial substitute) for leadership?