Transformational Leadership and Employee’s Behavioral Support for Organizational Change

Abstract

The successful implementation of organizational change has become an important management task, given that countless companies fail to implement organizational changes successfully in recent decades. Further, there has been a lack of empirical research on the role of transformational leadership in a change context per se. In this regard, the present study aims to fill this gap by conducting an empirical research in hopes of contributing to a better understanding of the inner workings of employees’ supportive attitudes and behavior toward change by investigating the relationship between transformational leadership and employee’s behavioral support for organizational change. The results from a sample of 448 respondents in Taiwan provide additional insight into the mechanism through which transformational leadership influences behavioral support for organizational change.

Key words: Transformational leadership; self-efficacy; affective commitment to change; behavioral support for change.