Leadership credibility and change success: mediating role of commitment to change

Noufou Ouedraogo, Michel Zaitouni and Mohammed Laid Ouakouak

International Journal of Productivity and Performance Management, 2021, vol. 72, issue 1, 47-65

Abstract: Purpose - The purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of employee commitment to change. Design/methodology/approach - The authors conducted a quantitative study in which 239 participants from diverse organisations participated. Findings - Using structural equation modelling techniques, the results reveal that leadership credibility has a positive effect on both affective and normative commitment to change but a negative effect on continuance commitment to change. The authors also report that change success is positively impacted by affective commitment to change and negatively impacted by continuance commitment to change but is not significantly affected by normative commitment to change. Research limitations/implications - Thus, the authors contribute to closing a knowledge gap in change management theory while making practical recommendations for leading people during times of organisational transition. Originality/value - This study sheds light on the role of leadership credibility and employee commitment during organisational change.

Keywords: Leadership credibility; Employee commitment to change; Affective commitment to change; Normative commitment to change; Continuance commitment to change; Change success (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijppmp:ijppm-01-2021-0017

DOI: 10.1108/IJPPM-01-2021-0017

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