The effects of transformational and change leadership on employees' commitment to a change: a multilevel study.

By D. Herold, Donald B. Fedor, Steven D. Caldwell, Yi Liu. Journal of Applied Psychology, 2008

734 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f0d545fec8686e964d8e74e0672d42b18d1898d1

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Citations in the corpus

Employee Resistance To Organizational Change (2013, neutral): “Although Herold et al. (2008) suggested that transformational leadership is strongly indicitive of effectiveness of organizational change, how exactly leadership and organizational change interact remains unclear.”
Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. (2012, methodology): “A growing number of scholars have investigated the effects of various multilevel factors—such as leadership (Furst & Cable, 2008; Herold et al., 2008), the identity of the party initiating a change (Griffin, Rafferty, & Mason, 2004), and change turbulence (Herold et al.”
The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (2019, background): “While many studies have emphasized the importance of transformational leadership in change processes (Carter et al., 2013; DeCelles et al., 2013; Herold et al., 2008; Herrmann et al., 2012), only a few have addressed more complex relationships in an effort to clarify how transformational leadership…”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, neutral): “2012), followers’ commitment to change (Herold et al. 2008), OCB (Podsakoff et al.”
Shedding light on followers' innovation implementation behavior (2010, background): “The second approach identifies change-specific leader behaviors and focuses on what leaders should do when they face a particular change episode ( Herold et al. , 2008”
The effects of core self‐evaluations and transformational leadership on organizational commitment (2012, background): “More recently, core self-evaluations have been found to be a significant predictor of a variety of outcomes including goal setting, goal commitment, stress and burnout, life satisfaction, happiness, job-search persistence, work and family satisfaction, commitment to change, creativity (Boyar and Mos”
Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change (2013, background): “Including both team and individual-level variables in our study reflects a movement by change researchers to directly capture the multilevel nature of organizational change (cf. Caldwell et al., 2004; Herold et al., 2008).”
Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, neutral): “According to previous research, commitment to organizational change can be viewed as a key element in promoting true change behavior of employees in the process of organizational change [5,7,44].”