Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership

N. Sharon Hill (), Myeong-Gu Seo (), Jae Hyeung Kang () and M. Susan Taylor ()
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N. Sharon Hill: Department of Management, School of Business, George Washington University, Washington, DC 20052
Myeong-Gu Seo: Department of Management and Organization, Robert H. Smith School of Business, University of Maryland, College Park, Maryland 20742
Jae Hyeung Kang: Department of Management School of Business, George Washington University, Washington, DC 20052
M. Susan Taylor: Department of Management and Organization, Robert H. Smith School of Business, University of Maryland, College Park, Maryland 20742

Organization Science, 2012, vol. 23, issue 3, 758-777

Abstract: Research has shown that employees' affective and normative commitment to change (ACC and NCC, respectively) positively influence their behaviors supporting change; however, organizations are frequently unsuccessful in motivating appropriate levels of employee commitment to change. Using longitudinal, multilevel data collected from a large federal government agency implementing radical organizational change, we extend extant research related to antecedents of commitment to change by examining how employees' hierarchical distance (the number of reporting levels between an employee and the top management team) and the transformational leadership of their direct (immediate) manager both relate to their ACC and NCC. We also shed light on important mechanisms that explain these two relationships by examining the mediating role of employees' perceived effectiveness of top management's change-related communications (TMCs), including the top-down and bottom-up components of TMC. Taking advantage of a longitudinal field design, we tested these antecedents of commitment to change at Time 1 and the longitudinal effects of the Time 1 predictors on commitment to change 12 months later (Time 2). At Time 1, findings supported both the predicted direct and mediated effects. Hierarchical distance and perceived TMC remained significant predictors of ACC and NCC over a one-year follow-up period; however, direct managers' transformational leadership behaviors did not. The study extends previous findings related to antecedents of employee commitment to change and also shows the interplay between different levels of leadership in shaping employee affective and normative commitment to radical organizational change.

Keywords: hierarchical distance; top management communication; transformational leadership; commitment to change (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (12)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:23:y:2012:i:3:p:758-777

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