Implicit Change Leadership, Affective Commitment to Change, and the Mediating Role of Organizational Trust
Abstract
This paper aims to know the implicit change leadership schemas, the commitment of the employees towards change, and their relationship with the trust culture of academic institutions. Quantitative approach with surveys of 300 employees of academic institutions has been used in this study. SPSS software has been used to examine the relationship between variables and constructs. Findings reveal that organizational trust has a mediating effect on implicit change leadership and affective commitment to change. Moreover, a positive relationship was found between trust culture and change leadership and change leadership with a commitment to change. Furthermore, the results suggest that change leaders must take into account the trusting culture perspective of the organization to motivate the employees to make them accept change.
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