A Multilevel Study of Change-Oriented Leadership and Commitment: The Moderating Effect of Group Emotional Contagion

References

• Al Halbusi H, Klobas JE, Ramayah T. Green core competence and firm performance in a post-conflict country, Iraq. Bus Strateg Environ. 2022;1–13. doi:10.1002/bse.3265
   Web of Science ®Google Scholar
• Fredberg T, Pregmark JE. Organizational transformation: handling the double-edged sword of urgency. Long Range Plann. 2022;55(2):1–19. doi:10.1016/j.lrp.2021.102091
   Web of Science ®Google Scholar
• Herold DM, Fedor DB, Caldwell SD. Beyond change management: a multilevel investigation of contextual and personal influences on employees’ commitment to change. J Appl Psychol. 2007;92(4):942–951. doi:10.1037/0021-9010.92.4.942
   PubMed Web of Science ®Google Scholar
• Khanna R, Guler I, Nerkar A. Fail of ten, fail big, and fail fast? Learning from small failures and R&D performance in the pharmaceutical industry. Acad Manage J. 2016;59(2):436–459. doi:10.5465/amj.2013.1109
   Web of Science ®Google Scholar
• Weber E, Büttgen M, Bartsch S. How to take employees on the digital transformation journey: an experimental study on complementary leadership behaviors in managing organizational change. J Bus Res. 2022;143:225–238. doi:10.1016/j.jbusres.2022.01.036
   Web of Science ®Google Scholar
• Pater R, Chapman J. Blueprints for successful cultural leadership. Occup Health Saf. 2015;84(9):114.
   PubMedGoogle Scholar
• Fernandez S. Examining the effects of leadership behavior on employee perceptions of performance and job satisfaction. Public Perform Manag. 2008;32(2):175–205.
   Google Scholar
• Nielsen BB, Nielsen S. Top management team nationality diversity and firm performance: a multilevel study. Strateg Manage J. 2013;34(3):373–382. doi:10.1002/smj.2021
   Web of Science ®Google Scholar
• Quansah E, Hartz DE. Strategic adaptation: leadership lessons for small business survival and success. Am J Bus. 2021;36(3/4):190–207. doi:10.1108/AJB-07-2020-0096
   Web of Science ®Google Scholar
• van Kleef GA, Homan AC, Beersma B, Van Knippenberg D, Van Knippenberg B, Damen F. Searing sentiment or cold calculation? The effects of leader emotional displays on team performance depend on follower epistemic motivation. Acad Manage J. 2009;52(3):562–580. doi:10.5465/amj.2009.41331253
   Web of Science ®Google Scholar
• Oreg S, Berson Y. Leadership and employees’ reactions to change: the role of leaders’ personal attributes and transformational leadership style. Persl Psychol. 2011;64(3):659–672.
   Web of Science ®Google Scholar
• Yam KC, Reynolds SJ, Zhang P, Su R. The unintended consequences of empowering leadership: increased deviance for some followers. J Bus Ethics. 2021;181:1–18.
   Web of Science ®Google Scholar
• Ye S, Yang Y, Wang W, Zhou X. Linking ethical leadership to employees’ change-oriented organizational citizenship behavior: a multilevel moderated mediation model. Soc Behav Personal. 2022;50(7):1–14. doi:10.2224/sbp.11636
   Web of Science ®Google Scholar
• Mikkelsen A, Olsen E. The influence of change-oriented leadership on work performance and job satisfaction in hospitals - The mediating roles of learning demands and job involvement. Leadersh Health Serv. 2019;32(1):37–53. doi:10.1108/LHS-12-2016-0063
   Web of Science ®Google Scholar
• Øygarden O, Olse E, Mikkelsen A. Changing to improve? Organizational change and change-oriented leadership in hospitals. J Health Organ Manag. 2020;34(6):687–706. doi:10.1108/JHOM-09-2019-0280
   Web of Science ®Google Scholar
• Yukl G. Effective leadership behavior: what we know and what questions need more attention. Acad Manage Perspect. 2012;26(4):66–85. doi:10.5465/amp.2012.0088
   Web of Science ®Google Scholar
• Lam W, Lee C, Taylor MS, Zhao HH. Does proactive personality matter in leadership transitions? Effects of proactive personality on new leader identification and responses to new leaders and their change agendas. Acad Manage J. 2018;61(1):245–263. doi:10.5465/amj.2014.0503
   Web of Science ®Google Scholar
• Demircioglu MA, Chowdhury F. Entrepreneurship in public organizations: the role of leadership behavior. Small Bus Econ. 2021;57(3):1107–1123. doi:10.1007/s11187-020-00328-w
   Web of Science ®Google Scholar
• Engelen A, Gupta V, Strenger L, Brettel M. Entrepreneurial orientation, firm performance, and the moderating role of transformational leadership behaviors. J Manage. 2015;41(4):1069–1097.
   Web of Science ®Google Scholar
• Burris ER, Rockmann KW, Kimmons YS. The value of voice to managers: employee identification and the content of voice. Acad Manage J. 2017;60(6):2099–2125. doi:10.5465/amj.2014.0320
   Web of Science ®Google Scholar
• Ford JK, Lauricella TK, Van Fossen JA, Riley SJ. Creating energy for change: the role of changes in perceived leadership support on commitment to an organizational change initiative. J Appl Behav Sci. 2021;57(2):153–173. doi:10.1177/0021886320907423
   Web of Science ®Google Scholar
• Herscovitch L, Meyer JP. Commitment to change: extension of a three-component model. J Appl Psychol. 2002;87(3):474–487. doi:10.1037/0021-9010.87.3.474
   PubMed Web of Science ®Google Scholar
• Eisenberger R, Fasolo P, Davis-LaMastro V. Perceived organizational support and employee diligence, commitment, and innovation. J Appl Psychol. 1990;75(1):51–59. doi:10.1037/0021-9010.75.1.51
   Web of Science ®Google Scholar
• Ramos Maçães MA, Román-Portas M. The effects of organizational communication, leadership, and employee commitment in organizational change in the hospitality sector. Commun Soc. 2022;35(2):89–106. doi:10.15581/003.35.2.89-106
   Google Scholar
• Shin J, Taylor MS, Seo MG. Resources for change: the relationships of organizational inducements and Psychological resilience to employees’ attitudes and behaviors toward organizational change. Acad Manage J. 2012;55(3):727–748. doi:10.5465/amj.2010.0325
   Web of Science ®Google Scholar
• Slaughter JE, Gabriel AS, Ganster ML, Vaziri H, MacGowan RL. Getting worse or getting better? Understanding the antecedents and consequences of emotion profile transitions during COVID-19-induced organizational crisis. J Appl Psychol. 2021;106(8):1118–1136. doi:10.1037/apl0000947
   PubMed Web of Science ®Google Scholar
• Luo Y, Jiang H. Effective public relations leadership in organizational change: a study of multinationals in Mainland China. J Public Relat Res. 2014;26(2):134–160. doi:10.1080/1062726X.2013.864241
   Web of Science ®Google Scholar
• Gross JJ. Emotion regulation: taking stock and moving forward. Emotion. 2013;13:359–365. doi:10.1037/a0032135
   PubMed Web of Science ®Google Scholar
• Madrid HP. Emotion regulation, positive affect, and promotive voice behavior at work. Front Psychol. 2020;11(1739):1–7. doi:10.3389/fpsyg.2020.01739
   PubMedGoogle Scholar
• Glaso L, Einarsen SL. Emotion regulation in leader-follower relationship. Eur J Work Organ Psy. 2008;17(4):482–500. doi:10.1080/13594320801994960
   Web of Science ®Google Scholar
• George JM. Emotions and leadership: the role of emotional intelligence. Hum Relat. 2000;53(8):1027–1055. doi:10.1177/0018726700538001
   Web of Science ®Google Scholar
• Cheol YK, Won-Woo P. Emotionally exhausted employees’ affective commitment: testing moderating effects using three-way interactions. Soc Behav Personal. 2015;43(10):1699–1714. doi:10.2224/sbp.2015.43.10.1699
   Web of Science ®Google Scholar
• Demerouti E, Bakker AB, Nachreiner F, Schaufeli WB. The job demands-resources model of burnout. J Appl Psychol. 2001;86(3):499–512. doi:10.1037/0021-9010.86.3.499
   PubMed Web of Science ®Google Scholar
• Huy QN. Emotional balancing of organizational continuity and radical change: the contribution of middle managers. Admin Sci Quart. 2002;47(1):31–69. doi:10.2307/3094890
   Web of Science ®Google Scholar
• Sanchez-Burks J, Huy QN. Emotional aperture and strategic change: the accurate recognition of collective emotions. Organ Sci. 2009;20(1):22–34. doi:10.1287/orsc.1070.0347
   Web of Science ®Google Scholar
• Sy T, Côté S, Saavedra R. The contagious leader: impact of the leader’s mood on the mood of group members, group affective tone, and group processes. J Appl Psychol. 2005;90(2):295–305. doi:10.1037/0021-9010.90.2.295
   PubMed Web of Science ®Google Scholar
• Shetzer L. A social information processing model of employee participation. Organ Sci. 1993;4(2):252–268. doi:10.1287/orsc.4.2.252
   Web of Science ®Google Scholar
• Van Kleef GA. Understanding the positive and negative effects of emotional expressions in organizations: EASI does it. Hum Relat. 2014;67(9):1145–1164. doi:10.1177/0018726713510329
   Web of Science ®Google Scholar
• Roberts S, O’Connor K, Aardema F, Bélanger C. The impact of emotions on body-Focused repetitive behaviors: evidence from a non-treatment-seeking sample. J Behav Ther Exp Psy. 2015;46:189–197. doi:10.1016/j.jbtep.2014.10.007
   PubMed Web of Science ®Google Scholar
• Niven K, Totterdell P, Holman D. A classification of controlled interpersonal affect regulation strategies. Emotion. 2009;9:498–509. doi:10.1037/a0015962
   PubMed Web of Science ®Google Scholar
• Hitt MA, Beamish PW, Jackson SE, Mathieu JE. Building theoretical and empirical bridges across levels: multilevel research in management. Acad Manage J. 2007;50(6):1385–1399. doi:10.5465/amj.2007.28166219
   Web of Science ®Google Scholar
• Mathieu JE, Taylor SR. A framework for testing meso-mediational relationships in organizational behavior. J Organ Behav. 2007;28(2):141–172. doi:10.1002/job.436
   Web of Science ®Google Scholar
• Barsade SG. The ripple effect: emotional contagion and its influence on group behavior. Admin Sci Quart. 2002;47(4):644–675. doi:10.2307/3094912
   Web of Science ®Google Scholar
• Chakravarthy BS. Adaptation: a promising metaphor for strategic management. Acad Manage Rev. 1982;7(1):35–44. doi:10.2307/257246
   Google Scholar
• Hart S. An integrative framework for strategy-making processes. Acad Manage Rev. 1992;17(2):327–351. doi:10.2307/258775
   Web of Science ®Google Scholar
• Dvir T, Kass N, Shamir B. The emotional bond: vision and organizational commitment among high-tech employees. J Organ Change Manag. 2004;17(2):126–143. doi:10.1108/09534810410530575
   Web of Science ®Google Scholar
• Gross JJ. The emerging field of emotion regulation: an integrative review. Rev Gen Psychol. 1998;2:271–279. doi:10.1037/1089-2680.2.3.271
   Google Scholar
• Meyer JP, Becker TE, Vandenberghe C. Employee commitment and motivation: a conceptual analysis and integrative model. J Appl Psychol. 2004;89(6):911–1007. doi:10.1037/0021-9010.89.6.991
   PubMed Web of Science ®Google Scholar
• Kark R, Dijk DV. Motivation to lead, motivation to follow: the role of the self-regulatory focus in leadership processes. Acad Manage Rev. 2007;32(2):500–528. doi:10.5465/amr.2007.24351846
   Web of Science ®Google Scholar
• Rafferty AE, Simons RH. An examination of readiness for fine-tuning and corporate transformation changes. J Bus Psychol. 2006;20(3):325–350. doi:10.1007/s10869-005-9013-2
   Web of Science ®Google Scholar
• Berson Y, Oreg S, Dvir T. CEO values, organizational culture and firm outcomes. J Organ Behav. 2008;29(5):615–633. doi:10.1002/job.499
   Web of Science ®Google Scholar
• Allen NJ, Meyer JP. Affective, continuance, and normative commitment to the organization: an examination of construct validity. J Vocat Behav. 1996;49(3):252–276. doi:10.1006/jvbe.1996.0043
   PubMed Web of Science ®Google Scholar
• Mackie DM, Devos T, Smith ER. Intergroup emotions: explaining offensive action tendencies in an intergroup context. J Pers Soc Psychol. 2000;79(4):602–616. doi:10.1037/0022-3514.79.4.602
   PubMed Web of Science ®Google Scholar
• Goris JR, Vaught BC, Pettit JD. Effects of communication direction on job performance and satisfaction: a moderated regression analysis. J Bus Commun. 2000;37(4):348–368. doi:10.1177/002194360003700402
   Google Scholar
• Kelly JR, Barsade SG. Mood and emotions in small groups and work teams. Organ Behav Hum Dec. 2001;86(1):99–130. doi:10.1006/obhd.2001.2974
   Web of Science ®Google Scholar
• Lyubomirsky S, King L, Diener E. The benefits of frequent positive affect: does happiness lead to success? Psychol Bull. 2005;131(6):803–855. doi:10.1037/0033-2909.131.6.803
   PubMed Web of Science ®Google Scholar
• Choi JN. Change-oriented organizational citizenship behavior: effects of work environment characteristics and intervening psychological processes. J Organ Behav. 2007;28(4):467–484. doi:10.1002/job.433
   Web of Science ®Google Scholar
• Higgins ET. Beyond pleasure and pain. Am Psychol. 1997;52:1280–1300. doi:10.1037/0003-066X.52.12.1280
   PubMed Web of Science ®Google Scholar
• Sirén C, Patel PC, Wincent J. How do harmonious passion and obsessive passion moderate the influence of a CEO’s change-oriented leadership on company performance? Leadersh Quart. 2016;27:653–670. doi:10.1016/j.leaqua.2016.03.002
   Web of Science ®Google Scholar
• Doherty RW. The Emotional Contagion scale: a measure of individual differences. J Nonverbal Behav. 1997;21(2):131–154. doi:10.1023/A:1024956003661
   Web of Science ®Google Scholar
• Gross JJ, John OP. Individual differences in two emotion regulation processes: implications for affect, relationships, and well-being. J Pers Soc Psychol. 2003;85(2):348–362. doi:10.1037/0022-3514.85.2.348
   PubMed Web of Science ®Google Scholar
• Fedor DB, Caldwell S, Herold DM. The effects of organizational changes on employee commitment: a multilevel investigation. Pers Psychol. 2006;59(1):1–29. doi:10.1111/j.1744-6570.2006.00852.x
   Web of Science ®Google Scholar
• James LR, Demaree RG, Wolf G. Rwg: an assessment of within-group interrater agreement. J Appl Psychol. 1993;78(2):306–309. doi:10.1037/0021-9010.78.2.306
   Web of Science ®Google Scholar
• Bliese PD. Within-group agreement, non-Independence, and reliability: implications for data aggregation and analysis. In: Klein KJ, Kozlowski SWJ, editors. Multilevel Theory, Research and Methods in Organizations: Foundations, Extensions and New Directions. San Francisco: Jossey-Bass; 2000:349–381.
   Google Scholar
• Hirst G, Knippenberg DV, Chen CH, Sacramento CA. How does bureaucracy impact individual creativity? A cross-level investigation of team contextual influences on goal orientation-creativity relationships. Acad Manage J. 2011;54(3):624–641. doi:10.5465/amj.2011.61968124
   Web of Science ®Google Scholar
• Baron RM, Kenny DA. The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical Considerations. J Pers Soc Psychol. 1986;51(6):1173–1182. doi:10.1037/0022-3514.51.6.1173
   PubMed Web of Science ®Google Scholar
• Shen J, Tang N, D’Netto B. A multilevel analysis of the effects of HR diversity management on employee knowledge sharing: the case of Chinese employees. Int J Hum Resour Man. 2014;25(12):1720–1738. doi:10.1080/09585192.2013.859163
   Web of Science ®Google Scholar
• Zhang Y, Lepine JA, Buckman BR, Wei F. It’s not fair…or is it? The role of justice and leadership in explaining work stressor-job performance relationships. Acad Manage J. 2014;57(3):675–697. doi:10.5465/amj.2011.1110
   Web of Science ®Google Scholar
• Hofstede G. The interaction between national and organizational value systems. J Manage Stud. 1985;22(4):347–357. doi:10.1111/j.1467-6486.1985.tb00001.x
   Web of Science ®Google Scholar