Unpacking the organizational commitment of fractional employees: the case of the C-suite executive

Purpose This study aims to investigate the impact of protean and boundaryless career orientations on organizational commitment among fractional executives. This group represents a growing workforce segment that provides part-time and project-based executive services across multiple organizations simultaneously. Fractional executives are more likely to embody unique attitudes toward career progression and organizational loyalty. Design/methodology/approach The authors collected survey data from 169 fractional executives across diverse industries to examine how these career orientations influence affective, normative and continuance commitment. Necessary condition analysis (NCA) was used for data analysis. Findings The NCA analysis showed that protean attitudes, characterized by self-direction and values-driven motivation, were significant predictors of overall organizational commitment and, more specifically, of affective commitment. However, these attitudes were not necessary for continuance or normative commitment. Boundaryless career attitudes produced mixed results. Mobility preference predicted affective commitment, whereas psychological flexibility showed no significant relationship with continuance or normative commitment. Originality/value These findings advance understanding of leadership commitment in flexible work structures and offer practical insight for organizations engaging high-level fractional executives. The results stress the importance of aligning work design and leadership expectations with the career values of protean and boundaryless oriented professionals. They also provide practical guidance for organizations seeking to design fractional leadership arrangements that enhance commitment and performance. The study concludes with practical implications, limitations and avenues for future research.