Transformational Leadership and Followers’ Commitment to Mission Changes

Abstract

Various public management reform initiatives require public organizations to renew and adjust their mission statements. How public leaders affect the commitment of their followers to changes in an organization’s mission is an under-researched topic. The present empirical study of a semipublic organization reveals that transformational leaders influence positively the commitment of followers to mission changes. Their influence is mediated by the capacity of leaders to build perceived organizational support and motivate subordinates to engage in pro-change behavior. Furthermore, multi-group analysis suggests that union membership and the length of the relationship between leaders and followers influence followers’ commitment to change.