Servant leadership and commitment to change, the mediating role of justice and optimism
Purpose: The main aim of this study was to contribute to the change management literature by providing additional insight into how leadership encourages commitment to change. Design/methodology/approach: A sample of 135 employees of a reintegration company filled out a survey. Findings: Using structural equation modeling, the results showed that servant leadership and contingent reward leadership may contribute to a stronger sense of interactional justice, an optimistic attitude and commitment to change. Originality/value: This study contributes to the organizational change literature by providing a deeper insight into what aspect of leadership may be of essential importance for employees undergoing an organizational change process. It is the first study on the combined influence of servant leadership and contingent reward leadership in this process.
|Keywords||Commitment to change, Leadership, Organizational change, Servant leadership|
|Persistent URL||dx.doi.org/10.1108/09534811211228139, hdl.handle.net/1765/37812|
|Series||ERIM Article Series (EAS)|
|Journal||Journal of Organizational Change Management|
Kool, M, & van Dierendonck, D. (2012). Servant leadership and commitment to change, the mediating role of justice and optimism. Journal of Organizational Change Management, 25(3), 422–433. doi:10.1108/09534811211228139