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

By N. Hill, Myeong-gu Seo, J. Kang, M. Susan Taylor. 2012

194 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/154ac034feaf6cefe6a5d1188aed61a1c051c3a0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Noeleen Doherty
2. J. Kang
3. Shaul Oreg
4. Yair Berson

In Organizational Behavior and Human Resource Management

1. Yair Berson
2. Shaul Oreg
3. Yuying Lin
4. Jian Peng
5. Noeleen Doherty
6. J. Kang
7. Zhen Wang
8. David Denyer

In Strategy and Management

1. Shaul Oreg
2. Noeleen Doherty
3. J. Kang
4. C. Pilbeam
5. David Denyer
6. Yair Berson
7. G. Solomon
8. Ross Davidson

Citations in the corpus

• Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “Based on such frequent interaction, employees could form perceptions of the direct leader’s leadership style and react to it accordingly (Hill et al., 2012).”
• Safety leadership practices for organizational safety compliance: developing a research agenda from a review of the literature (2016, background): “How they influence the safety compliance of their direct reports (i.e. other senior and middle managers) and also those more distally connected to them (e.g. Hill et al., 2012) needs more empirical investigation.”
• Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “…that factors such as effective communication (i.e., involving change recipients in the change process) mediated the effects of leadership on recipients’ response to change (Hill et al., 2012; Lee et al., 2014; vanDamet al., 2008) andon the success of the change (Battilana et al., 2010).”
• CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context (2015, methodology): “, Hill et al., 2012; Kirkman et al., 2009). We chose to use the 12 items of transformational leadership selected and validated by Rafferty and Griffin (2004) because they provided a short but effective measure to represent the four sub-dimensions (three items for each dimension) consistent with our ”