Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management

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A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “Michaelis et al. (2009) found that effective commitment to change mediated the relationship with self-reported innovative behavior.”
Followership, leadership and social influence (2013, background): “For instance, followers perceive close (socialized) charismatic leaders to be socially or psychologically more immediate (Michaelis et al., 2009; Shamir, 1995).”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “Among the factors found to be positively associated with ACC in cross-sectional studies are trust in management and supervisor (Michaelis et al., 2009; Neves and Caetano, 2006), participation in decision making with regard to the change (Cook et al., 2008; Sverke et al. 2008), just treatment and…”
The role of wisdom leadership in increasing job performance: Evidence from the Egyptian tourism sector (2017, background): “Michaelis, Stegmaier, and Sonntag (2009) emphasised that there is a difference between traditional leadership theories, which stressed rational processes, and charismatic leadership, which focuses on emotions and values and recognises the vital role of symbolic behaviour and the essential influence…”