Journal of Organization and Human Behaviour

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Transformational Leadership, HR Practices and Affective Commitment to Change:A Theoretical Perspective


Affiliations
1 FLAME University, Pune, Maharashtra, India
2 Indian Institute of Management, Calcutta, West Bengal, India
     

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It is common knowledge that leadership guides human resource practices which influence employees’ behaviour and outcomes. Understanding this relationship becomes germane to comprehend the dynamics of organisational change. Human resource practices are crucial for a sustainable change since employees operationalise and institutionalise it. However, limited research has discussed the combination of leadership, human resource practices, and employee behaviour in the context of change. Considering the extensive change management literature on the importance of transformational leadership, we explore the role of the related human resource practices in bringing about affective commitment to change in employees. Additionally, we investigate the intervening role of perceived organisational support. Taking a theoretical perspective, we present the dimensions of the three constructs and the relationship between them. Through the conceptual model, we attempt to understand the practical mechanisms through which transformational leadership can enable organisational change. Research implications and future directions are discussed.

Keywords

Transformation Leadership, HR Practices, Affective Commitment to Change, Perceived Organisational Support, Organisational Change.
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  • Transformational Leadership, HR Practices and Affective Commitment to Change:A Theoretical Perspective

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Authors

Smita Chaudhry
FLAME University, Pune, Maharashtra, India
Chetan Joshi
Indian Institute of Management, Calcutta, West Bengal, India

Abstract


It is common knowledge that leadership guides human resource practices which influence employees’ behaviour and outcomes. Understanding this relationship becomes germane to comprehend the dynamics of organisational change. Human resource practices are crucial for a sustainable change since employees operationalise and institutionalise it. However, limited research has discussed the combination of leadership, human resource practices, and employee behaviour in the context of change. Considering the extensive change management literature on the importance of transformational leadership, we explore the role of the related human resource practices in bringing about affective commitment to change in employees. Additionally, we investigate the intervening role of perceived organisational support. Taking a theoretical perspective, we present the dimensions of the three constructs and the relationship between them. Through the conceptual model, we attempt to understand the practical mechanisms through which transformational leadership can enable organisational change. Research implications and future directions are discussed.

Keywords


Transformation Leadership, HR Practices, Affective Commitment to Change, Perceived Organisational Support, Organisational Change.

References