Drawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.,A survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.,The findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.,The results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.,This study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

中文翻译：

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以自我效能为资源：变革型领导，变化的程度和对变化的反应的调节型中介模型

借鉴资源节约（COR）理论，本研究从经验上测试了变革型领导对承诺和支持组织变革的意图的影响，并提出了自我效能作为中介机制的建议。这项研究还旨在研究组织的变化程度是否缓和了变革型领导，自我效能感和变化反应之间的拟议关系。一项调查是对298名经历重大组织变革的员工进行的。通过使用PROCESS宏测试了拟定的调解关系。研究结果表明，自我效能感介导了变革型领导与变化反应之间的关系。此外，员工经历的变化程度缓和了自我效能感与结果变量之间的关系。换句话说，在高变化的情况下，自我效能似乎是导致积极反应的更重要的工具性资源。结果指导变革管理者表现出变革型领导风格，以增强变革接受者的自我效能，从而产生积极的态度和态度。更改期间的行为。而且，这项研究表明，当变化的程度很高时，自我效能感尤为重要。这项研究为组织变革文献做出了重要贡献。首先，它表明领导者在创造资源方面起着至关重要的作用，这些资源可以增强员工对变革的积极反应。第二，变化程度的条件因素在文献中并未受到太多关注。这项研究引起了这样一个事实，即这种资源的重要性在变化范围的低端和高端之间可能有所不同。