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This study examines how leaders' political skills affect employee commitment and job ambiguity during organizational change, particularly when leader-employee interaction time is limited. We found that interpersonal influence and networking ability consistently benefit employees, regardless of how often leaders interact with them. Apparent sincerity is effective when leaders maintain regular contact, while high levels of social astuteness can backfire, causing more job ambiguity and less commitment. The research underscores the importance of these political skills in supporting employees and ensuring successful organizational change, even when leaders have limited interaction time with their employees. [ABSTRACT FROM AUTHOR]

Background: Transitioning to higher education is a significant and ongoing change for nursing education, globally. Understanding organisational readiness for implementing change is crucial for the successful transitioning of nursing colleges to higher education. Objective: To determine the perspectives of nursing education leaders on organisational readiness for change to higher education. Methods: The Organisational Readiness for Implementing Change scale was used to survey the collective commitment of nursing education leaders to change efficacy and change commitment. Seventy-five participants (n = 75) from a target population of 88 nursing college managers and nursing education directors, completed the survey. The survey was conducted in public nursing colleges across three provinces in South Africa: rural, urban, and mixed urban and rural. Descriptive statistics were used to analyse data. Mann-Whitney and Kruskal-Wallis tests were used to compare differences between variables. Results: Statistically significant differences in readiness levels were found among nursing colleges (p = 0.04). The nursing college in the rural province had the highest readiness (median: 48, IQR: 44–52). Participants with more than 20 years education experience reported higher readiness for change (median: 48, IQR: 42–49). No significant differences were found in readiness based on gender (p = 0.13), qualification level (p = 0.88), and employee designation (p = 0.32). Conclusion: Change commitment and efficacy varied across the nursing colleges but were generally positive. Marginally high readiness for change implementation requires strategic support that goes beyond resources, staff qualifications and position. Members’ collective commitment and confidence are important determinants for change readiness.

Meng-Hsiu Lee,1 Chan Wang,2 Ming-Chu Yu3 1Department of Management Sciences, Tamkang University, New Taipei City, Taiwan; 2School of Humanities, Jinan University, Zhuhai City, People’s Republic of China; 3Department of Public Administration and Management, National University of Tainan, Tainan City, TaiwanCorrespondence: Chan Wang, School of Humanities, Jinan University, 206 Qianshan Road, Zhuhai City, Guang Dong Province, 519070, People’s Republic of China, Tel +86 0756 8505920, Email mschanw@163.comPurpose: The purpose of this study is to explore the effects of change-oriented leadership on employee change commitment, and the underlying cross-level mediating and moderating effects.Design and Methodology: Multilevel analysis of data from 583 respondents in 55 major manufacturing firms in China from 2021, reveals that change-oriented leadership explains the significant variance in change commitment. Based on Emotions as Social Information Theory and Social Exchange Theory, this study investigates the relationship between change-oriented leadership and change commitment fully mediated by emotion regulation.Findings: This study also confirms that positive group emotional contagion has moderating effects on the relationship between change-oriented leadership and emotion regulation. In addition, negative group emotional contagion has moderating effects on the relationship between emotion regulation and change commitment. Furthermore, the moderated mediation of negative group emotional contagion is identified.Originality and Value: This study makes a unique contribution through its multilevel approach to examining the relationship between leadership, emotion, and commitment during organizational change.Keywords: change-oriented leadership, change commitment, group emotional contagion, emotion regulation, multilevel moderated mediation

This study pre-tested measurements of organizational readiness for change from the dimensions of change efficacy and change commitment to measure manufacturing SMEs' confidence and willingness to change to lean. Expert opinion and respondents focus groups are used to examine the content of the items in the questionnaire, followed by pilot study of manufacturing SMEs, The result of the pilot study reveals the two dimensions of organizational readiness for change to Lean initiative; thus, change efficacy and change commitment have shown acceptable reliability. Change efficacy has a Cronbach Alpha of 0.911, while change commitment has 0.845 as Cronbach Alpha. The study concludes that the two dimensions of organizational readiness for change are reliable for conducting studies with large sample size. [ABSTRACT FROM AUTHOR]

As ideals about what is worth having, doing, and being, values are core to organizational functioning. Various organizational elements, such as design, identity, and culture, as well as organizational practices, are infused with values, pointing to the critical role values play during organizational change. While we know that the congruence between established values and those of prescribed changes influences change outcomes, our understanding of the role of values in organizational change processes remains largely speculative. In this paper, I outline how taking a value-centered approach to organizational change can enhance our understanding of organizational change processes. [ABSTRACT FROM AUTHOR]

The successful implementation of efforts to improve the quality of health services is influenced by many variables, both organizational and individual variables. The two main variables that are widely discussed when studying the level of organizational readiness to change are commitment to change and efficacy to change. This research was conducted to analyze change commitment and change the efficacy of Public Health Centers (PHC) in Indonesia in implementing efforts to improve the quality of health services. A cross-sectional survey was conducted on health workers in 40 PHCs in Surabaya, to measure change commitment, change efficacy, and efforts to improve the quality of health services that have been implemented. The rank Spearman correlation test is done to prove the relationship between these variables. The results showed that the implementation of efforts to improve the quality of health services was not significantly related to change commitment, but there was a significant relationship with change efficacy. Therefore, so that the implementation of efforts to improve the quality of health services can run well, it is necessary to carry out various activities to improve the capabilities and skills of the staff of PHCs to have an impact on increasing efficacy. [ABSTRACT FROM AUTHOR]

IntroductionOrganizational readiness to change may be a key determinant of implementation success and a mediator of the effectiveness of implementation interventions. If organizational readiness can be reliably and validly assessed at the outset of a change initiative, it could be used to assess the effectiveness of implementation-support activities by measuring changes in readiness factors over time.MethodsWe analyzed two waves of readiness-to-change survey data collected as part of a three-arm, randomized controlled trial to implement evidence-based health promotion practices in small worksites in low-wage industries. We measured five readiness factors: context (favorable broader conditions); change valence (valuing health promotion); information assessment (demands and resources to implement health promotion); change commitment (an intention to implement health promotion); and change efficacy (a belief in shared ability to implement health promotion). We expected commitment and efficacy to increase at intervention sites along with their self-reported effort to implement health promotion practices, termed wellness-program effort. We compared means between baseline and 15 months, and between intervention and control sites. We used linear regression to test whether intervention and control sites differed in their change-readiness scores over time.ResultsOnly context and change commitment met reliability thresholds. Change commitment declined significantly for both control (−0.39) and interventions sites (−0.29) from baseline to 15 months, while context did not change for either. Only wellness program effort at 15 months, but not at baseline, differed significantly between control and intervention sites (1.20 controls, 2.02 intervention). Regression analyses resulted in two significant differences between intervention and control sites in changes from baseline to 15 months: (1) intervention sites exhibited significantly smaller change in context scores relative to control sites over time and (2) intervention sites exhibited significantly higher changes in wellness program effort relative to control sites.DiscussionContrary to our hypothesis, change commitment declined significantly at both Healthlinks and control sites, even as wellness-program effort increased significantly at HealthLinks sites. Regression to the mean may explain the decline in change commitment. Future research needs to assess whether baseline commitment is an independent predictor of wellness-program effort or an effect modifier of the HealthLinks intervention.

This study discusses the influence of transformational leadership on job satisfaction through assessing six alternative models related to the mediators of leadership trust and change commitment utilizing a data sample (N=341; M age=32.5 year, SD=5.2) for service promotion personnel in Taiwan. The bootstrap sampling technique was used to select the better fitting model. The tool of hierarchical nested model analysis was applied, along with the approaches of bootstrapping mediation, PRODCLIN2, and structural equation modeling comparison. The results overall demonstrate that leadership is important and that leadership role identification (trust) and workgroup cohesiveness (commitment) form an ordered serial relationship. [ABSTRACT FROM AUTHOR]

Research has shown that managerial communication can facilitate employees’ support for organizational change; however, the reasons for variations in employees’ evaluations of change communication have yet to be investigated. This study examines how participatory and programmatic change communications influence the change commitment and resistance intention of recipients while taking into consideration their power distance orientation (PD orientation). We conducted an experimental simulation study with 263 German employees, mostly of lower hierarchical status. The findings reveal that participatory communication is more likely to lead to change commitment than programmatic communication, particularly for employees with low PD orientation. Employees were more likely to commit to the change vision when the leader’s communication approach met the employees’ expectations regarding their PD orientation, suggesting that there is a moderating effect. In addition, a moderated mediation analysis revealed that PD orientation has an indirect impact on employees’ resistance intention through their level of change commitment. [ABSTRACT FROM AUTHOR]

This study investigates the relationship between outcome expectancy for an individual stress management course and the total perceived impact of a comprehensive stress management intervention (SMI). It is based on data from 3 different measurement points from a longitudinal SMI in Switzerland. Individual and organizational outcome expectancies for stress management courses were captured with 2 newly developed items (SMI outcome expectancy) immediately after course completion. Perceived individual and organizational impacts of the overall intervention captured with 2 items of a retrospective impact assessment scale (perceived SMI impact) at the 2-year follow-up survey were used as the outcome measurement. Baseline individual and organizational change commitments (as rated by participants) were included in the analyses as possible moderators. Regression analyses show that individual and organizational outcome expectancies with respect to stress management courses can to some extent predict the perceived impact of the intervention as a whole. At the individual level, an intervention will be perceived as most successful when participants already have a high individual change commitment and develop high outcome expectancies during stress management courses. [ABSTRACT FROM AUTHOR]

Purpose: The aim of this study was to identify the effects of change commitment and learning orientation on the innovativeness of clinical nurse. Methods: The participants in this study were 268 nurses, working in hospitals in Seoul, Gyeonggi and Gangwon Provinces, and Daejeon City. Data were collected from June to August, 2012. A structured questionnaire was used for data collect and data was analyzed using the SPSS/WIN program. Results: The most significant predictors of innovativeness were education, normative commitment, continuance commitment and learning commitment. Continuance commitment negatively correlated with innovativeness. Conclusion: These findings suggest that nurses' commitment to change and learning commitment were strongly linked to innovativeness. Management-level workers in these hospitals should have the skills and strategies to promote commitment to change include developing positive expectations about change positive outcomes. [ABSTRACT FROM AUTHOR]