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Transformational Leadership vs Change Self-Efficacy and Its Impact on Affective Commitment to Change

Author

Listed:
  • Denvi Giovanita

    (Faculty of Psychology, Universitas Indonesia, Kampus Baru UI, 16424, Depok, Indonesia Author-2-Name: Wustari L. Mangundjaya Author-2-Workplace-Name: Faculty of Psychology, Universitas Indonesia, Kampus Baru UI, 16424, Depok, Indonesia)

Abstract

Objective � It is essential for organizations in 21st century to evolve with time. In this regard, both the management and employees of an organization play an essential role in the implementation of change. One way of determining the success of organizational change is by identifying the employees' commitment to change. This research aims to identify the effect of transformational leadership (organizational factors) and employees' change self-efficacy (individual factors) on effective commitment to change, to identify which of those two factors has a more significant effect on affective commitment to change. Methodology/Technique � The respondents of this study are employees in the finance sector. The data was collected using commitment to change, change self-efficacy and transformational leadership inventories. The data was analyzed using multiple hierarchical regressions. Findings � The result show that both transformational leadership and change self-efficacy have a positive and significant effect on affective commitment to change. Furthermore, change self-efficacy proved to have a more significant effect on affective commitment to change compared to transformational leadership. Based on these results, organisations may wish to further focus on the development of change self-efficacy of individuals. Novelty � This study can be used by HR practitioners when dealing with organizational change, as a guide to improving the success of such change.

Suggested Citation

  • Denvi Giovanita, 2017. "Transformational Leadership vs Change Self-Efficacy and Its Impact on Affective Commitment to Change," GATR Journals jmmr170, Global Academy of Training and Research (GATR) Enterprise.
    • Handle: RePEc:gtr:gatrjs:jmmr170
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    References listed on IDEAS

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    1. Gibbs, Meredith, 2005. "The right to development and indigenous peoples: Lessons from New Zealand," World Development, Elsevier, vol. 33(8), pages 1365-1378, August.
    2. Wustari H. MANGUNDJAYA, 2013. "The Predictor Of Affective Commitment To Change:Attitude Vs Individual Readiness For Change," Romanian Economic Business Review, Romanian-American University, vol. 8(4.1), pages 198-202, december.
    3. Wustari Mangundjaya, 2014. "Psychological Empowerment and Organizational Task Environment in Commitment to Change," Proceedings of International Academic Conferences 0100007, International Institute of Social and Economic Sciences.
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    Cited by:

    1. 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.

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    More about this item

    Keywords

    Affective Commitment to Change; Change Self-Efficacy; Leadership; Organizational Change; Transformational Leadership.;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M19 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Other

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