Change Leadership and Employees' Commitment to Change

被引：10
|
作者：
Ling, Bin [1 ]
Guo, Yue [1 ,2 ]
Chen, Dusheng [3 ]
机构：
[1] Hohai Univ, Hohai Business Sch, Nanjing, Jiangsu, Peoples R China
[2] Kings Coll London, Kings Business Sch, London, England
[3] Hangzhou Hikvis Digital Technol Co Ltd, Hangzhou, Zhejiang, Peoples R China
来源：
JOURNAL OF PERSONNEL PSYCHOLOGY | 2018年 / 17卷 / 02期
关键词：
change leadership; commitment to change; change self-efficacy; collective identity; ORGANIZATIONAL-CHANGE; SOCIAL IDENTITY; SELF-EFFICACY; CHANGE MANAGEMENT; COLLECTIVE IDENTITY; CROSS-LEVEL; MODEL; IDENTIFICATION; PERSPECTIVE; MULTILEVEL;
D O I：
10.1027/1866-5888/a000199
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
This research develops a multilevel motivation model to examine the mediating effect of collective identity and change self-efficacy on the relationship between change leadership and employee commitment to change. Our model is empirically tested using data collected from 647 employees within 110 teams. The results show that in addition to the positive relationship between change leadership and employee commitment to change, collective identity at the group level and change self-efficacy at the individual level significantly mediate the positive relationship between change leadership and employee commitment to change. This paper rounds off with a discussion of limitations and contributions from theoretical and practical perspectives.
引用
收藏
页码：85 / 95
页数：11
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