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.

Organizations are concerned with the impact organizational change can have on both individuals' response to the change itself and their ongoing relationship with the organization. This study investigated how organizational changes in 32 different organizations (public and private) affected individuals' commitment to the specific change and their broader commitment to the organization. The results indicate that both types of commitment may be best understood in terms of a 3‐way interaction between the overall favorableness (positive/negative) of the change for the work unit members, the extent of the change in the work unit, and the impact of the change on the individual's job. In addition, the fairness of the change process was found to interact with the effects of work unit change on organizational commitment. The implications of these results for future research and practice are discussed.

Organizational behavior literature has not typically viewed person-environment (P-E) fit as an outcome of change. Whereas the study of antecedents to employees' fit with their work environment has largely been restricted to the selection and socialization of newcomers, this study examines individuals' perceptions of changes in P-E fit in relation to organizational changes occurring in 34 different organizational work units. Results suggest that the relationships between organizational change and perceived changes in fit are best understood as interactions between the characteristics of the change process, the extent of change, and individual differences. Both age and mastery orientation related to perceived changes in P-E fit through interactions with aspects of the change process.

The extent to which attitudes toward organizational changes may be affected by contextual (other changes going on) and personal (self-efficacy) factors was investigated with a multilevel design involving 25 different changes. Even after aspects of the change itself were controlled, the interaction between the context and the individual difference explained significant variance in attitudes toward those specific changes. The positive relationship between self-efficacy and commitment to the change was stronger as the amount of simultaneous and overlapping change in the surroundings increased. The implications for research and practice are discussed.

SummaryResearchers have noted that upward in¯uence tactics are often used in varying patterns and combinations (e.g. Yukl and Falbe, 1990). This study investigated whether in¯uence strategies representing hard, soft, or rational approaches to in¯uence behavior would emerge in relation to upward in¯uence tactics of assertiveness, rationality, coalition, upward appeal, ingratiation, and exchange. Hypotheses were oered concerning the relations of selected demographic, individual dierence, relational, and opportunity factors to these strategies. The 225 participants were full-time employees of a national non-pro®t organization. Second-order factor analysis provided some support for the dimensionalization of upward in¯uence tactics as representing hard, soft, and rational strategies. Each strategy was related to a unique set of predictors. The results suggest a higher level of complexity for in¯uence strategies than previously expected. The implications of this study, as well as fruitful areas for future research, are discussed.