Transformational leadership and commitment to change: Stressors and resources as relevant context factors

Few studies have investigated the relationship between transformational leadership and employees' commitment to change. Though moderate relationships were found in most of the studies, some results were not consistent. It is argued that neutralizing or enhancing influences of stressors and resources on the relationship between leadership and commitment to change have been neglected. Therefore the potential moderating effects of role conflicts, social conflicts between colleagues, and informational complications as stressors, as well as decision latitude, social support, and organizational justice as resources were examined. Data were obtained from 404 employees working in an organization undergoing a change process. Results support the hypotheses that the impact of transformational leadership on commitment to change is moderated by stressors and resources. Transformational leadership was more strongly related to commitment to change for employees with more resources and less stressors. Results are discussed with regard to successful "change management."