Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment

Morin, Alexandre J. S.; Meyer, John P.; Bélanger, Émilie; Boudrias, Jean‐Sébastien; Gagné, Marylène; Parker, Philip D.

doi:10.1177/0018726715602046

Cited by 94 publications

(122 citation statements)

References 77 publications

(212 reference statements)

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“…Through participative decision-making of empowering leadership [45], employees gain a sense of control over their performance and feel psychological empowerment [19], which can increase organizational commitment [33,46]. Psychological empowerment is an important factor in organizational change, as it allows employees to have control over their work and influence the process of organizational change [33,47]. Psychologically empowered employees are encouraged by organization leaders to engage in the process of organizational change.…”

Section: Empowering Leadership and Commitment To Organizational Changementioning

confidence: 99%

Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity

2020

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Successful organizational change is an important factor for maintaining sustainable competitive advantage and growth in today's rapidly changing business environment. The aim of this study is to investigate the relationship between empowering leadership and the commitment to organizational change of Korean employees and also examine whether risk-taking behavior mediates the above relationship. Moreover, we attempt to address the moderating role and mediated moderating role of task complexity in the relationship between risk-taking behavior and commitment to organizational change. The main hypotheses were tested using a cross-sectional design, with questionnaires administered to 275 employees working in Korean firms. The results of the empirical analysis revealed that empowering leadership was positively related to commitment to organizational change. The results also showed that risk-taking behavior positively mediated the relationship between empowering leadership and employees' commitment to organizational change. More importantly, we found that the indirect effect of empowering leadership on commitment to organizational change via risk-taking behavior was stronger when task complexity was high. Uncovering the relationship between empowering leadership and employees' commitment to organizational change through the mediating role of risk-taking behavior and the mediated moderating role of task complexity has useful theoretical and practical implications. The limitations of the study are discussed along with suggestions for future research.

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Section: Empowering Leadership and Commitment To Organizational Changementioning

confidence: 99%

Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity

2020

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“…Significant as such contributions are, scholars operationalising these models have tended to downplay or ignore employment relations institutions and the collective dimension to the employment relationship in their analytical designs and theorisations, even though the measurement scales do not specifically exclude such an approach. For example, the belief that change has value for employees is a central feature of affective commitment to change (Herscovitch and Meyer cited in Morin et al, , p. 842). Similarly, a predictor of “prochange behaviour” is the extent to which individuals feel they are treated fairly and justly by their organisation (Rodell and Colquitt cited in Fuchs & Edwards, , p. 41).…”

Section: Organisational Change Workplace Partnership and Distributementioning

confidence: 99%

Distributed leadership and employee cynicism: Trade unions as joint change agents

Butler

Tregaskis

2018

Human Res Mgmt Journal

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The themes of change management and workplace partnership continue to attract significant academic interest—albeit within discreet literatures. Drawing on longitudinal, qualitative data in a heavy engineering organisation, this article details how a collaborative partnership between management and trade unions, encompassing a distributed leadership format, was configured to enhance organisational capacity for change in the context of significant employee cynicism. Bridging human resource management/organisational behaviour and industrial relations perspectives, the study makes a theoretical contribution to our understanding of the factors underpinning the successful implementation of workplace partnership and the utilisation of distributed leadership configurations. More generally, the work informs leadership theory through its scrutiny of distributed leadership in situations of high conflict.

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“…Hypothesis 5 hypothesizes the influence of change favorableness on affective commitment to change and exit-based withdrawal, and, along this pathway, the role of trust also attenuates the influence of change favorableness on organizational identification. In this regard, Morin et al [66] argue that the impact of factors including favorableness, trust in management, and justice in a change context, remain less researched. Along these lines, Stinglhamber et al [32] found that favorable work experiences increase employee affective commitment to organizations mediated by organizational identification.…”

Section: The Moderating Effect Of Trustmentioning

confidence: 99%

Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

et al. 2019

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Drawing upon the psychology of sustainability, effective organizations can create a sense of belongingness for people, and successfully facilitate growth and development activities for both individuals as well as the organization itself. Extending the recommendations of Zappala, Toscano, and Licciardello, the current study considers a range of variables. The role of overall justice judgements and change favorableness are taken as predictors of affective commitment to change and exit-based withdrawal. The relationship is mediated by organizational identification and moderated by trust in organization. Overall, the results support the hypothesized relationships. Specifically, findings showed that both change favorableness and overall justice judgements are positively related to affective commitment to change and negatively related to exit-based withdrawal. Organizational identification mediates the relationships between overall justice judgements-affective commitment to change, change favorableness-affective commitment to change, and change favorableness-exit-based withdrawal, whilst trust in organizations moderated the direct relationship between overall justice judgements-affective commitment to change, and change favorableness-exit-based withdrawal. Furthermore, the indirect effect of trust in organizations positively moderated the relationship of overall justice judgements and change favorableness with affective commitment to change, and at the same time, it negatively moderated the relationship between change favorableness and exit-based withdrawal via organizational identification. Crucially, for practitioners, this brings trust of employees as a key factor that should be managed to ensure sustainable change. Both trust and identity appear important in improving commitment and lowering the exit-based withdrawal behavior of employees. Future recommendations, implications, and limitations are discussed.

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Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment

Cited by 94 publications

References 77 publications

Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity

Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity

Distributed leadership and employee cynicism: Trade unions as joint change agents

Transformational Changes and Sustainability: From the Perspective of Identity, Trust, Commitment, and Withdrawal

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