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

Herold, David M.; Fedor, Donald B.; Caldwell, Steven D.; Liu, Yi

doi:10.1037/0021-9010.93.2.346

Cited by 536 publications

(662 citation statements)

References 50 publications

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“…Using multiple regressions and hierarchical regression, we found that transformational leadership were positively significant related to employee affective commitment to change in the same line with other findings (Herold, Fedor, Caldwell, & Liu, 2008) which found that transformational leadership were positively related to employee commitment to change.…”

Section: Discussionsupporting

confidence: 79%

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

Ahmad

Gelaidan²

2011

JOMS

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The purpose of this study is to examine the effect of leadership style on the affective commitment to change, moderated by the organisational culture. The research adopts both qualitative and quantitative approaches through a survey with 371 employees of public organisations in Yemen, as well as interviews with the managers. The findings showed that the transformational leadership was positively related to the employee's affective commitment to change; similar to the transactional leadership that was positively related to the affective commitment to change. The results showed that organisational culture had positively moderated the relationship between the leadership styles and employee affective commitment to change. Finally, the findings revealed that the transactional leadership was a strong predictor to affective commitment to change compared with the transformational leadership.

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Section: Discussionsupporting

confidence: 79%

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

Ahmad

Gelaidan²

2011

JOMS

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“…A transformational leadership style can impact others' commitment to change and their level of effectiveness. Herold, Fedor, and Cladwell (2008) found that under conditions of high personal job impact transformational leadership was positively associated with change commitment. Lastly, House (1976) brought to transformational leadership the idea of charisma.…”

Section: Theoretical Frameworkmentioning

confidence: 98%

A Theory Based Model of Interpersonal Leadership: An Integration of the Literature

Lamm¹,

Carter²,

Lamm³

2016

Journal of Leadership Education

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Individuals expected to offer leadership are often chosen based on their power position within the field of interest and specialization in the context area being addressed and not on their leadership style. Leadership education curriculum often focuses on change as a product of leadership and leadership styles but places little emphasis on how the leadership styles of those chosen to lead change can influence the change process. In order to inform the development of curriculum targeting this aspect of leadership, research needs to be done to determine if leadership style impacts level of engagement in change. This research examined how transformational and transactional leadership styles impacted engagement in a national change process when 39 department chairs of universities across the United States were selected by the National Science Foundation to lead science, technology, engineering and math (STEM) educational reform at the undergraduate level. The findings revealed transformational leadership style positively predicted engagement in change and transactional leadership style negatively predicted engagement in change. While the small sample size makes the findings exploratory in nature and should be used with caution, they imply leadership education curriculum should include lessons on the impact these two styles have on engagement in change since there were statistically significant differences.

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“…Herold, Fedor, Caldwell, & Liu, 2008). In part, this stems from our failure to clearly distinguish leadership and management as distinct phenomena.…”

Section: Myth 2: Leadership Is Enoughmentioning

confidence: 99%

Change Leadership: Oxymoron and Myths

Hughes

Ford

2016

Journal of Change Management

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

Cited by 536 publications

References 50 publications

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

A Theory Based Model of Interpersonal Leadership: An Integration of the Literature

Change Leadership: Oxymoron and Myths

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