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Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context

Author

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  • Joris Van der Voet
  • Ben S. Kuipers
  • Sandra Groeneveld

Abstract

We propose and test a theoretical framework concerning the relationship between transformational leadership behaviour and affective commitment to change in a public sector context. We apply change management theory to explain how direct supervisors contribute to processes of organizational change, thereby increasing affective commitment to change among employees. While the change leadership literature emphasizes the role of executive managers during change, we conclude that the transformational leadership behaviour of direct supervisors is an important contribution to the successful implementation of change. Furthermore, the results show how the specific context of public organizations determines the transformational leadership behaviour of direct supervisors.

Suggested Citation

  • Joris Van der Voet & Ben S. Kuipers & Sandra Groeneveld, 2016. "Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context," Public Management Review, Taylor & Francis Journals, vol. 18(6), pages 842-865, July.
    • Handle: RePEc:taf:pubmgr:v:18:y:2016:i:6:p:842-865
    DOI: 10.1080/14719037.2015.1045020
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    Cited by:

    1. Triguero-Sánchez, Rafael & Peña-Vinces, Jesús & Ferreira, João J. Matos, 2022. "The effect of collectivism-based organisational culture on employee commitment in public organisations," Socio-Economic Planning Sciences, Elsevier, vol. 83(C).
    2. Filstad, Cathrine & Olsen, Trude Høgvold & Karp, Tom, 2021. "Constructing managerial manoeuvring space in contradictory contexts," European Management Journal, Elsevier, vol. 39(4), pages 467-475.
    3. Ilaria Mariani & Irene Bianchi, 2023. "Conceptualising Digital Transformation in Cities: A Multi-Dimensional Framework for the Analysis of Public Sector Innovation," Sustainability, MDPI, vol. 15(11), pages 1-22, May.
    4. Genevieve Graaf & Evelyn Hengeveld-Bidmon & Sarah Carnochan & Marianna Salomone & Michael J. Austin, 2019. "Change Communication in Public Sector Cutback Management," Public Organization Review, Springer, vol. 19(4), pages 453-472, December.
    5. Marek Szczepanski & Krzysztof Kolodziejczyk, 2021. "A Change in Management Perspective on the Implementation of the Employee Capital Plans in Poland," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 5), pages 758-771.
    6. Annika Härenstam & Anders Pousette & Erik Berntson, 2022. "Improving organizational and working conditions for managers in the Swedish public sector: A conceptual model and evaluation of interventions," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 43(1), pages 72-97, February.
    7. Safuwan Samah, 2017. "The Roles of Managers and Acceptance of Change in the Public Sector," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 7(9), pages 1-18, September.
    8. Tri Widarmanti & Arif Partono Prasetio & Bachruddin Saleh Luturlean, 2021. "The Role of Employees Job Satisfaction in the Relationship between Transformational Leadership and Affective Commitment at Roof-Tile Manufacturing Company," International Journal of Human Resource Studies, Macrothink Institute, vol. 11(1), pages 306319-3063, December.
    9. Lei Mee Thien, 2019. "Distributive Leadership Functions, Readiness for Change, and Teachers’ Affective Commitment to Change: A Partial Least Squares Analysis," SAGE Open, , vol. 9(2), pages 21582440198, April.
    10. Ali M. Mouazen & Ana Beatriz Hernández-Lara & Farid Abdallah & Muhieddine Ramadan & Jawad Chahine & Hala Baydoun & Najib Bou Zakhem, 2023. "Transformational and Transactional Leaders and Their Role in Implementing the Kotter Change Management Model Ensuring Sustainable Change: An Empirical Study," Sustainability, MDPI, vol. 16(1), pages 1-34, December.
    11. Neale J. Slack & Gurmeet Singh & Jashwini Narayan & Shavneet Sharma, 2020. "Servant Leadership in the Public Sector: Employee Perspective," Public Organization Review, Springer, vol. 20(4), pages 631-646, December.
    12. Elisa Villani & Christian Lechner, 2021. "How to acquire legitimacy and become a player in a regional innovation ecosystem? The case of a young university," The Journal of Technology Transfer, Springer, vol. 46(4), pages 1017-1045, August.
    13. Badri Munir Sukoco & Beta Embriyono Adna & Zainul Musthofa & Reza Ashari Nasution & Dwi Ratmawati, 2022. "Middle Managers’ Cognitive Styles, Capacity for Change, and Organizational Performance," SAGE Open, , vol. 12(1), pages 21582440221, March.
    14. Pg Siti Rozaidah Pg Hj Idris, 2021. "Cultural Values and Its Influence on the Enactment of Leadership in Public Sector Organisations: A Case Research in Brunei," International Journal of Asian Business and Information Management (IJABIM), IGI Global, vol. 12(4), pages 1-19, October.
    15. Corina Cristiana NASTACA, 2020. "Leadership And Resilience In Romanian Public Administration From County Level," REVISTA ADMINISTRATIE SI MANAGEMENT PUBLIC, Faculty of Administration and Public Management, Academy of Economic Studies, Bucharest, Romania, vol. 2020(34), pages 78-96, June.
    16. Juan Pablo Araya-Orellana, 2022. "Assessment of the Leadership Styles in Public Organizations: an Analysis of Public Employees Perception," Public Organization Review, Springer, vol. 22(1), pages 99-116, March.
    17. Mona Jami Pour & Mahnaz Hosseinzadeh, 2021. "An integrated framework of change management for social CRM implementation," Information Systems and e-Business Management, Springer, vol. 19(1), pages 43-75, March.

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