The role of authentic leadership in creating autonomous motivation and affective commitment of employees in organizational complex change

Document Type : Original Manuscript

Authors

1 Master Graduate of School of Management and Economics, Sharif University of Technology, Tehran, Iran

2 Associate Professor of School of Management and Economics, Sharif University of Technology, Tehran, Iran

3 Master Student of School of Management and Economics, Sharif University of Technology, Tehran, Iran

Abstract

The purpose of this study is to facilitate the implementation of "organizational complex change" that is important in today's organizational competitive environment. To this end, and to increase employees' commitment to change, the study utilized the role of "authentic leadership" and "autonomy supportive climate".  There is no pre-determined or final plan in complex changes, and several failures and learning opportunities may exist during such changes. Thus, having employees’ commitment for change till reaching the goals of change is crucial. In this study, using data from 269 employees involved in an organizational complex change, relationships between variables were tested to finally identify how authentic leadership for change can enhance employees' "affective commitment to change”. For this purpose, exploratory factor analysis and multiple regression were conducted, and 3 out of 5 hypotheses were supported. Based on the results, it was supported that authentic leadership for change is related to "autonomy-supportive climate" about change for its employees. This climate is also related to "autonomous motivation for change” in employees, which was ultimately related to employees’ affective commitment to change. Considering the exploratory nature of the study, some other interesting findings were identified that are discussed.

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