Effect of Transformational Leader Communication on Affective Commitment to Change

Abstract

Extant literature indicates the significance of both organizational level concept like transformational leadership and individual level aspect like employee attitude, for organizational change. This paper presents a model depicting conceptual understanding of how transformational leader communication facilitates affective commitment to change of employees, with organizational identification as a mediator in the relationship. The model is argued on the basis of literature on transformational leadership, commitment and change. It demonstrates the importance of communication in Indian organizations where turnover is a big concern. The paper explains its implications for empirical studies and practice and suggests future directions for research.