Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership

Abstract

Research has shown that employees' affective and normative commitment to change (ACC and NCC, respectively) positively influence their behaviors supporting change; however, organizations are frequently unsuccessful in motivating appropriate levels of employee commitment to change. Using longitudinal, multilevel data collected from a large federal government agency implementing radical organizational change, we extend extant research related to antecedents of commitment to change by examining how employees' hierarchical distance (the number of reporting levels between an employee and the top management team) and the transformational leadership of their direct (immediate) manager both relate to their ACC and NCC. We also shed light on important mechanisms that explain these two relationships by examining the mediating role of employees' perceived effectiveness of top management's change-related communications (TMCs), including the top-down and bottom-up components of TMC. Taking advantage of a longitudinal field design, we tested these antecedents of commitment to change at Time 1 and the longitudinal effects of the Time 1 predictors on commitment to change 12 months later (Time 2). At Time 1, findings supported both the predicted direct and mediated effects. Hierarchical distance and perceived TMC remained significant predictors of ACC and NCC over a one-year follow-up period; however, direct managers' transformational leadership behaviors did not. The study extends previous findings related to antecedents of employee commitment to change and also shows the interplay between different levels of leadership in shaping employee affective and normative commitment to radical organizational change.

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Service organisations resilience through the application of the vanguard method of systems thinking: a case study approach

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“…As a result, hierarchical distance from top management is reduced. Hill et al (2012) argued that the smaller the hierarchical distance from top management the smaller is the discrepancy between team members and top management's uniformity of purpose and vision, thus, the higher the level of trust and faith in top management. This has been associated with higher levels of employees affective commitment toward the organization (Wanous et al 2000).…”

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