The purpose of this study is to explore the effects of change-oriented leadership on employee change commitment, and the underlying cross-level mediating and moderating effects. Design and Methodology: Multilevel analysis of data from 583 respondents in 55 major manufacturing firms in China from 2021, reveals that change-oriented leadership explains the significant variance in change commitment. Based on Emotions as Social Information Theory and Social Exchange Theory, this study investigates the relationship between change-oriented leadership and change commitment fully mediated by emotion regulation. Findings: This study also confirms that positive group emotional contagion has moderating effects on the relationship between change-oriented leadership and emotion regulation. In addition, negative group emotional contagion has moderating effects on the relationship between emotion regulation and change commitment. Furthermore, the moderated mediation of negative group emotional contagion is identified. Originality and Value: This study makes a unique contribution through its multilevel approach to examining the relationship between leadership, emotion, and commitment during organizational change.