Role Conflict as Mediator Between Transformational Leadership and Change-Related Outcomes

Abstract

The purpose of the paper is to contribute to the inner workings of transformational leadership in the context of organizational change. According to the organizational role theory, role conflict is proposed as a mediator between transformational leadership and affective commitment to change and irritation. Cross-sectional data were collected in a German company in the textiles sector, undergoing a pervasive IT-related change. Confirmatory factor analysis and structural equation modeling was performed for validity and hypothesis testing. The findings suggest that role conflict acts as a full mediator in the relationship between transformational leadership and affective commitment to change, as well as irritation. Transformational leadership is often discussed in terms of change-oriented leadership. Surprisingly, only a few studies have examined the specific impact of transformational leadership on attitudinal outcomes during change processes, yet. Consequently, research on the underlying psychological mechanisms of the relationship is scarce, too.