Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity

Abstract

This study aims to investigate the relationships among transformational leadership, followers’ innovative behavior, commitment to change, and organizational support for creativity. First, we examine the mediating role of commitment to change in the relationship between transformational leadership and followers’ innovative behavior, using both objective and subjective measures. Our results reveal that commitment to change indeed mediates this relationship. Second, we analyze whether the link between commitment to change and followers’ innovative behavior is moderated by organizational support for creativity. We find that this relationship is stronger for individuals with high organizational support for creativity compared to those with low support. Empirical analysis was conducted using data collected from 535 managers in 11 subsidiaries of a financial institution in South Korea. This study contributes to the management discipline by resolving mixed outcomes between transformational leadership and followers’ innovation and highlighting the influence of commitment to change and perceived organizational support for creativity on innovative behavior.