Leadership credibility and change success: mediating role of commitment to change

Purpose The purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of employee commitment to change. Design/methodology/approach The authors conducted a quantitative study in which 239 participants from diverse organisations participated. Findings Using structural equation modelling techniques, the results reveal that leadership credibility has a positive effect on both affective and normative commitment to change but a negative effect on continuance commitment to change. The authors also report that change success is positively impacted by affective commitment to change and negatively impacted by continuance commitment to change but is not significantly affected by normative commitment to change. Research limitations/implications Thus, the authors contribute to closing a knowledge gap in change management theory while making practical recommendations for leading people during times of organisational transition. Originality/value This study sheds light on the role of leadership credibility and employee commitment during organisational change.