The effects of transformational and change leadership on employees' commitment to a change: A multilevel study.

David M. Herold · Donald B. Fedor · Steven D. Caldwell

727 citations0/0 files storedJournal of Applied Psychology

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Organizational Change and Leadership Job Satisfaction and Organizational Behavior Organizational Management and Change

Abstract

The effects of transformational leadership on the outcomes of specific change initiatives are not well understood. Conversely, organizational change studies have examined leader behaviors during specific change implementations yet have failed to link these to broader leadership theories. In this study, the authors investigate the relationship between transformational and change leadership and followers' commitment to a particular change initiative as a function of the personal impact of the changes. Transformational leadership was found to be more strongly related to followers' change commitment than change-specific leadership practices, especially when the change had significant personal impact. For leaders who were not viewed as transformational, good change-management practices were found to be associated with higher levels of change commitment.

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References

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2012Change Readiness 2013Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization 2011Employees' attitudes toward organizational change: A literature review 2017Leadership in applied psychology: Three waves of theory and research.2016Transformational leadership and performance outcomes: Analyses of multiple mediation pathways

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