Leadership, empowerment, and trust on affective commitment to change in state-owned organisations Online publication date: Fri, 07-Dec-2018
by Wustari L. Mangundjaya
International Journal of Public Sector Performance Management (IJPSPM), Vol. 5, No. 1, 2019
Abstract: State-owned/public organisations are faced with challenges to be effective, efficient and robust. Consequently, they have conducted many change programs to develop their organisations. Meanwhile, previous studies showed that many planned change programs failed, and one of the reasons is due to the low supports and commitment to change from the employees. This paper aims to analyse the role of change leadership on affective commitment to change, through psychological empowerment and organisational trust as mediators. This study is using the theory of commitment to change leadership; psychological empowerment and organisational trust. The research was conducted at two state owned organisations, which have undergone an organisational change. Data were gathered from 539 respondents using questionnaires for data collection, and SEM used for data analysis. The results showed that psychological empowerment and organisational trust as full mediators for the relationship between change leadership and affective commitment to change.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Public Sector Performance Management (IJPSPM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook