Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context

Joris Van der Voet, Ben S. Kuipers and Sandra Groeneveld

Public Management Review, 2016, vol. 18, issue 6, 842-865

Abstract: We propose and test a theoretical framework concerning the relationship between transformational leadership behaviour and affective commitment to change in a public sector context. We apply change management theory to explain how direct supervisors contribute to processes of organizational change, thereby increasing affective commitment to change among employees. While the change leadership literature emphasizes the role of executive managers during change, we conclude that the transformational leadership behaviour of direct supervisors is an important contribution to the successful implementation of change. Furthermore, the results show how the specific context of public organizations determines the transformational leadership behaviour of direct supervisors.

Date: 2016
References: View complete reference list from CitEc
Citations: View citations in EconPapers (18)

Downloads: (external link)
http://hdl.handle.net/10.1080/14719037.2015.1045020 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:pubmgr:v:18:y:2016:i:6:p:842-865

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/RPXM20

DOI: 10.1080/14719037.2015.1045020

Access Statistics for this article

Public Management Review is currently edited by Professor Stephen P. Osborne, Jenny Harrow and Tobias Jung

More articles in Public Management Review from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().