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

• Published in: International journal of productivity and performance management Vol. 72; no. 1; pp. 47 - 65
• Main Authors: Ouedraogo, Noufou, Zaitouni, Michel, Ouakouak, Mohammed Laid
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Publishing Limited 02-01-2023; Emerald Group Publishing Limited
• Subjects: Behavior; Change management; Credibility; Employees; Leadership; Management methods; Multivariate statistical analysis; Organizational aspects; Perceptions; Social exchange theory; Success; System theory; Affective commitment to change; Change success; Employee commitment to change; Normative commitment to change; Continuance commitment to change; Leadership credibility
• ISSN: 1741-0401; 1758-6658
• DOI: 10.1108/IJPPM-01-2021-0017

PurposeThe 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/approachThe authors conducted a quantitative study in which 239 participants from diverse organisations participated.FindingsUsing 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/implicationsThus, 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/valueThis study sheds light on the role of leadership credibility and employee commitment during organisational change.