text stringlengths 5 512 | source_url stringclasses 32
values | source_title stringclasses 32
values | source_domain stringclasses 17
values | license_type stringclasses 2
values | attribution_required bool 1
class | attribution_text stringclasses 1
value | license_url stringclasses 1
value | relevance_score float64 0.29 0.84 | quality_score float64 0.55 0.9 | topics stringlengths 2 83 | character_count int64 5 512 | subject_name stringclasses 1
value | subject_type stringclasses 1
value | extraction_date stringdate 2026-03-30 00:11:30 2026-03-30 00:11:36 | embedding listlengths 384 384 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
nge-supportive behaviour but moderated over time. While anticipated benefits became less important over time, employment relationship quality became more important for predicting change-supportive behaviour. The study showed that different conditions are of different importance over time during a change process, and em... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.413 | 0.842 | ["education", "networking", "career", "salary"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.762006 | [
-0.09659694880247116,
0.02469760924577713,
0.048197194933891296,
0.03813998028635979,
0.029434701427817345,
0.02512269839644432,
-0.05075548589229584,
-0.03371838107705116,
-0.01755107194185257,
-0.018822092562913895,
-0.024352481588721275,
0.07751375436782837,
-0.054246045649051666,
0.034... | ||
periences of major organizational changes and their significance for employee reactions during ongoing organizational changes. The results showed that positive experiences contribute to greater solidarity, while negative process-related experiences lead to lower solidarity (even cynicism). Managers and supervisors play... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.676 | ["education", "management"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.762178 | [
0.03680119663476944,
0.030610542744398117,
0.03250928595662117,
0.012338683940470219,
0.06119432672858238,
-0.02025265246629715,
-0.02042502537369728,
-0.0003194313030689955,
0.03900078684091568,
-0.02381186932325363,
0.04737594723701477,
0.05228511616587639,
-0.015516546554863453,
0.00793... | ||
he exchange of experiences, knowledge, competence, and learning opportunities during change [ 61–65 ]. Karlsson and Nordström [ 62 ] investigated how the use and exchange of knowledge can facilitate change, support managers, and improve healthcare quality. The results showed that exchanging knowledge, collaboration and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.828 | ["education", "communication", "management", "economy", "rhetoric"] | 456 | Change Management Leadership | topic | 2026-03-30T00:11:31.762273 | [
0.05759691819548607,
0.06168437376618385,
-0.003017737064510584,
0.03087228164076805,
0.009967412799596786,
0.017170771956443787,
-0.021022731438279152,
0.02795102261006832,
0.002443656325340271,
-0.016718145459890366,
-0.0005136708496138453,
0.1370602697134018,
-0.03882700204849243,
-0.00... | ||
n must be planned and prioritized. Rowland et al. [ 64 ] studied planned changes in the healthcare system to increase patient engagement. The results showed that patients’ experiences contributed to a better understanding of how healthcare services can be designed, delivered, and implemented. The authors argue that org... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.45 | 0.846 | [] | 494 | Change Management Leadership | topic | 2026-03-30T00:11:31.762348 | [
0.019268324598670006,
0.10333029180765152,
-0.006380072794854641,
0.012551173567771912,
-0.0035862154327332973,
-0.03631278872489929,
-0.04549850523471832,
0.01922702230513096,
0.06905226409435272,
-0.017890924587845802,
-0.07416579872369766,
0.15613946318626404,
-0.027446873486042023,
-0.... | ||
ct ongoing organizational changes. Hetzner et al. [ 61 ] studied bank advisers’ perceptions of planned changes, requirements for learning, and factors supporting or inhibiting learning in the context of change. The results of the study showed that although employees perceived that work tasks became more routine-based, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.43 | 0.84 | ["education"] | 477 | Change Management Leadership | topic | 2026-03-30T00:11:31.762446 | [
0.05801648274064064,
0.0245919618755579,
-0.0065441494807600975,
0.06523015350103378,
-0.01568252593278885,
-0.05763031542301178,
-0.005441631190478802,
-0.03151632100343704,
0.0050764139741659164,
0.02439982257783413,
-0.006946089211851358,
0.11872074007987976,
-0.12128811329603195,
-0.00... | ||
as well as more significant between the advisers. Neves [ 63 ] found in his study that employees who perceived their manager as competent also experienced greater support from the manager. Managers’ perceived competence was also found to be negatively associated with long-term or continuous commitment to change. A poss... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.475 | 0.846 | ["management", "leadership", "education"] | 464 | Change Management Leadership | topic | 2026-03-30T00:11:31.762537 | [
0.032400500029325485,
0.007383972406387329,
0.010545836761593819,
0.06503695249557495,
0.026893705129623413,
-0.034034933894872665,
-0.040531523525714874,
0.026449503377079964,
0.017496829852461815,
-0.011367429047822952,
0.01918044313788414,
0.02732030116021633,
0.05920470878481865,
-0.01... | ||
’ fear of change to a higher degree than support. The study showed that leaders considered highly competent and supportive during change enhance employee commitment to the change. Valleala et al. [ 65 ] focused on employee learning opportunities in an emergency clinic during an organizational change. Experienced nurses... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.638 | 0.828 | ["education", "leadership", "crisis", "career"] | 438 | Change Management Leadership | topic | 2026-03-30T00:11:31.762639 | [
0.010231444612145424,
0.011435926891863346,
0.01122578140348196,
0.04977750405669212,
0.05675586313009262,
0.016611352562904358,
-0.011717719957232475,
-0.025909140706062317,
0.025853192433714867,
-0.03501125052571297,
-0.004445696249604225,
0.10859274864196777,
-0.008234074339270592,
-0.0... | ||
job duties, responsibilities, and authorisation. Although the nurses could not attend all meetings and most of the critical decisions were taken by managers, participating in parts of the change process increased the nurses’ opportunities for organizational learning, where they could discuss problems and solutions. The... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.46 | 0.826 | ["education", "management", "decision_making", "career"] | 452 | Change Management Leadership | topic | 2026-03-30T00:11:31.762725 | [
-0.0010839871829375625,
0.019910501316189766,
-0.013577655889093876,
0.0524214468896389,
0.02096136100590229,
0.01905343495309353,
-0.03195798769593239,
-0.035290226340293884,
0.0036169961094856262,
0.01855354569852352,
-0.01800432987511158,
0.13411936163902283,
-0.09304021298885345,
0.035... | ||
hods and changed organizational roles changed. 4. Discussion This integrative literature review has studied research investigating competence during an organizational change process. The analysis of the 32 included studies resulted in two main themes, ‘Process’ and ‘Conditions’, with two sub-themes each. The sub-themes... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.637 | 0.828 | ["leadership", "management", "decision_making"] | 492 | Change Management Leadership | topic | 2026-03-30T00:11:31.762825 | [
-0.007922276854515076,
0.01785925403237343,
0.021705185994505882,
-0.05751876160502434,
0.06609077751636505,
-0.01884499005973339,
0.03618942201137543,
0.004354451783001423,
-0.014948518946766853,
0.020655211061239243,
0.04530773684382439,
0.07429110258817673,
-0.04598772153258324,
-0.0072... | ||
cision-making in organizational change processes. The sub-themes belonging to ‘Conditions’ dealt with employees’ attitudes to change and change behaviour, competence exchange and learning opportunities during change. 4.1. Four themes of competence during change processes Leading and managing change processes mainly con... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.655 | 0.838 | ["leadership", "management", "education"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.762913 | [
0.0013376635033637285,
-0.019664136692881584,
0.002313371282070875,
-0.04719378426671028,
0.0011413032189011574,
0.003849766682833433,
0.040605608373880386,
0.007083796430379152,
0.045107025653123856,
0.019436581060290337,
0.020441090688109398,
0.017472144216299057,
-0.02794797718524933,
0... | ||
successful change process, but also that their competence was a source of legitimacy during the change. A good match between demonstrated leadership and situational requirements increased employees’ trust in the change and was based on mutual communication [ 35, 38, 42, 44, 45, 63 ]. Employee participation in decision-... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.51 | 0.826 | ["leadership", "communication", "decision_making"] | 412 | Change Management Leadership | topic | 2026-03-30T00:11:31.763014 | [
-0.012006936594843864,
0.05565677210688591,
0.05981278046965599,
-0.07334401458501816,
0.07273539155721664,
-0.02828121930360794,
0.03702902793884277,
0.004656552337110043,
0.015906063839793205,
0.011987135745584965,
0.041464805603027344,
0.025174455717206,
0.020606521517038345,
0.01454283... | ||
ed by the change and their need to feel involved. This does not necessarily mean altering the planned change, but they need to feel included, listened to and allowed to express criticism or dissatisfaction [ 49, 50 ]. Attitudes and behaviours mainly concern the attitude towards change and its importance for the impleme... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.466 | 0.862 | ["war_conflict"] | 503 | Change Management Leadership | topic | 2026-03-30T00:11:31.763108 | [
0.022369466722011566,
0.09079606086015701,
0.05093046650290489,
-0.05440902337431908,
0.04137663170695305,
0.011540522798895836,
0.0261586494743824,
-0.003976292908191681,
0.007586359977722168,
0.015255316160619259,
-0.003189945360645652,
0.05158398672938347,
-0.08759062737226486,
-0.06869... | ||
e focus was primarily on employees [ 53–55, 59 ]. However, managers were also mentioned as role models during change [ 56–58 ]. The sub-theme Opportunities for exchange and learning emphasized experience- and knowledge exchange, but also further distribution, as vital aspects of a successful change. Collaborations with... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.444 | 0.846 | ["education", "communication", "management", "economy", "rhetoric"] | 458 | Change Management Leadership | topic | 2026-03-30T00:11:31.763195 | [
0.08395791053771973,
0.009490829892456532,
0.040331076830625534,
0.035684093832969666,
0.08138003945350647,
0.05722789838910103,
0.03573540970683098,
0.011104045435786247,
-0.003075807122513652,
-0.006538916379213333,
0.03751073405146599,
0.07029902935028076,
-0.028386538848280907,
-0.0112... | ||
t could be used in the change [ 61, 62, 64, 65 ]. Although the two main themes and four sub-themes describe essential characteristics of competence during organizational change, they also seem to be related. The existing conditions affect the process, i.e., how change is implemented. At the same time, the process creat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.456 | 0.712 | ["networking", "education"] | 490 | Change Management Leadership | topic | 2026-03-30T00:11:31.763290 | [
-0.0018848625477403402,
0.02449384145438671,
-0.015111547894775867,
-0.05594843998551369,
-0.002059314167127013,
0.029168253764510155,
0.0024971107486635447,
0.06527368724346161,
-0.011719975620508194,
0.009646504186093807,
0.04541226848959923,
0.08321574330329895,
-0.010931708849966526,
-... | ||
en in a new tab Conditions and process relations. The two sub-themes concerning conditions for change are related in that they may reinforce each other. A negative attitude towards change among individuals and work groups reduces the willingness to share competence. In contrast, a positive attitude towards change incre... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.407 | 0.84 | ["war_conflict", "education"] | 466 | Change Management Leadership | topic | 2026-03-30T00:11:31.763378 | [
-0.033620744943618774,
0.0342429094016552,
-0.02607547864317894,
-0.04186244681477547,
0.012980647385120392,
0.0237679835408926,
0.061351217329502106,
-0.0030874619260430336,
-0.0010732754599303007,
0.0028063233476132154,
0.05165524408221245,
0.03367337957024574,
0.00022978740162216127,
0.... | ||
nce may influence the attitude toward the change. The two sub-themes involving the process of change are also related. There is a tension between leading and managing towards the decisions and goals the change implies, and on the other hand, allowing employee influence and involvement and thus opening for alterations o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.501 | 0.848 | ["war_conflict", "leadership", "management", "decision_making"] | 473 | Change Management Leadership | topic | 2026-03-30T00:11:31.763466 | [
-0.004406902939081192,
0.06491719186306,
0.03403981029987335,
-0.04720510542392731,
0.03536544367671013,
0.047702789306640625,
-0.004357816185802221,
0.045908305794000626,
0.03922434523701668,
0.06829322129487991,
-0.03684923052787781,
0.06734053790569305,
-0.0507955364882946,
-0.006938722... | ||
nges are often initiated and controlled top-down. Most resources, in terms of time and budget, are spent on planning and decision-making at higher organizational levels, while less resources are spent on implementing the change and involvement of all hierarchical levels. Employees are often involved in the implementati... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.406 | 0.842 | ["decision_making", "strategy"] | 484 | Change Management Leadership | topic | 2026-03-30T00:11:31.763560 | [
-0.010068963281810284,
0.07069220393896103,
0.055987682193517685,
0.05298218876123428,
0.05791475996375084,
-0.0326118990778923,
-0.02111547812819481,
0.05103190988302231,
0.06819181889295578,
0.077846460044384,
-0.07898522168397903,
0.0699886679649353,
-0.03498025983572006,
-0.01034019514... | ||
ioning often are silenced instead of highlighted. Thus, the tension in the process also influences the conditions, in terms of attitudes and behaviour. If employees affected by a change do not feel included, the risk of dissatisfaction, resistance and a negative attitude towards the continued change process increases. ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.406 | 0.842 | ["war_conflict"] | 468 | Change Management Leadership | topic | 2026-03-30T00:11:31.763648 | [
-0.015093758702278137,
0.06994081288576126,
0.05244145542383194,
-0.045089833438396454,
0.03745685890316963,
-0.0020630108192563057,
0.0803489163517952,
0.006693994160741568,
0.017994727939367294,
-0.01642405427992344,
0.0449506975710392,
0.025397907942533493,
-0.0006786331068724394,
-0.03... | ||
d contribute with constructive behaviours [ 43 ]. At the same time, previous experiences of changes may affect the attitude regarding participation [ 60 ], and negative previous experiences can depress participation if no value is found (window dressing, sham democracy). Thus, the conditions influence the process. 4.2.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.453 | 0.85 | ["networking", "governance"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.763737 | [
0.028719164431095123,
0.01932288520038128,
0.01057079341262579,
-0.07209867984056473,
0.016452951356768608,
0.008852284401655197,
0.03546152636408806,
0.0032772335689514875,
0.007606025785207748,
-0.0008811599691398442,
-0.0008641250315122306,
0.00595852779224515,
-0.01529266033321619,
-0.... | ||
with their interrelationships, it becomes clear that organizational change, its conditions, and its process differ at different levels in the organization. With that, the competence needed also differs during an organizational change. In organizational research, there is a long tradition of dividing the organization in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.614 | 0.816 | ["strategy", "networking", "philosophy"] | 412 | Change Management Leadership | topic | 2026-03-30T00:11:31.763825 | [
-0.002934604650363326,
-0.036168988794088364,
-0.013751274906098843,
-0.004311778582632542,
-0.006327709183096886,
-0.06344334781169891,
-0.09534580260515213,
0.022021466866135597,
0.06723935157060623,
-0.02395373024046421,
-0.011232979595661163,
0.019111603498458862,
-0.024385886266827583,
... | ||
of operational or strategic activities performed. Applying a competence perspective to different levels clarifies how the required competence during change varies depending on the level that is in focus. The operative part of an organization consists of individual employees. They possess specific professional competenc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.395 | 0.834 | ["career", "strategy", "crisis", "philosophy"] | 501 | Change Management Leadership | topic | 2026-03-30T00:11:31.763914 | [
0.01456664688885212,
-0.044939592480659485,
-0.004592571407556534,
-0.026903128251433372,
-0.03627943992614746,
-0.029049372300505638,
0.004384820815175772,
0.0794842541217804,
0.020897330716252327,
-0.02160339057445526,
0.0012351212790235877,
0.022643469274044037,
0.0008514486835338175,
0... | ||
roblems during changes in operational activities. During change, employees need to adapt their existing professional competence to reach the goal of the change. Change competence at this level consists partly of identifying and conveying difficulties with the intended change and partly in adapting existing practices fo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.478 | 0.846 | ["crisis", "career", "philosophy"] | 483 | Change Management Leadership | topic | 2026-03-30T00:11:31.764008 | [
0.01857832260429859,
0.007121961563825607,
0.00944452453404665,
-0.015207944437861443,
-0.014479299075901508,
-0.01921173371374607,
0.025027429684996605,
0.03566855937242508,
-0.009669921360909939,
-0.06739110499620438,
0.014231914654374123,
0.011623349040746689,
-0.01095122005790472,
0.03... | ||
l activities, is the workgroup and the workplace. This level constitutes the social context in which an organizational change is implemented and where employees often seek support and help. At the same time, it is important to note that this social context can also inhibit individuals and for the change process through... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.858 | ["philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.764090 | [
0.0011291223345324397,
-0.028485741466283798,
0.013140545226633549,
-0.03975377231836319,
0.03239685297012329,
0.05628613382577896,
0.04915408790111542,
0.0017806022660806775,
0.021974481642246246,
-0.06819650530815125,
0.03149125352501869,
0.01840367540717125,
-0.032063208520412445,
0.044... | ||
on translation and interpretation of the organizational change and a common strategy that contributes to the intended change [ 52, 53 ]. The change agent constitutes the next level which can be considered as an intermediate level with operational and strategic tasks during a change process. A change agent is the indivi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.64 | 0.842 | ["strategy", "leadership", "management"] | 445 | Change Management Leadership | topic | 2026-03-30T00:11:31.764177 | [
-0.004907718859612942,
0.019293304532766342,
-0.018323279917240143,
-0.054796215146780014,
0.004041916690766811,
-0.0008826301200315356,
-0.023898327723145485,
0.030475478619337082,
0.05219443887472153,
0.001772029441781342,
0.022838618606328964,
-0.0027480553835630417,
-0.03425721079111099,... | ||
ent can be a manager or temporary project leader. This role constitutes a central link and mediator during a change process between executors and decision-makers (which includes communicating in both directions). Change competence at this level mainly co | https://pmc.ncbi.nlm.nih.gov/articles/PMC11492002/ | Change competence: An integrative literature review - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.613 | 0.776 | ["leadership", "management", "decision_making"] | 254 | Change Management Leadership | topic | 2026-03-30T00:11:31.764337 | [
-0.043063968420028687,
0.013815260492265224,
0.004299510270357132,
-0.03956570103764534,
0.026584167033433914,
-0.047143012285232544,
0.03104507364332676,
0.05591070279479027,
0.004831266589462757,
0.04545579105615616,
0.014734404161572456,
-0.05936310067772865,
-0.020981859415769577,
0.02... | ||
Behav Sci (Basel) . 2023 Apr 7;13(4):320. doi: 10.3390/bs13040320 Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity Kiho Jun Kiho Jun 1 BNU-HKBU United International College, Zhuhai 519087, China; kihojun@uic.edu.cn Writing – original... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.636 | 0.846 | ["leadership", "innovation", "governance", "education", "philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.970228 | [
-0.009671664796769619,
0.05515497922897339,
0.05360234156250954,
0.0033054642844945192,
0.04294532537460327,
0.039864443242549896,
-0.021528249606490135,
-0.04279276356101036,
0.016985084861516953,
0.029175754636526108,
0.021999318152666092,
0.042569927871227264,
0.051242291927337646,
-0.0... | ||
Writing – review & editing Find articles by Joonghak Lee 2, * Author information Article notes Copyright and License information 1 BNU-HKBU United International College, Zhuhai 519087, China; kihojun@uic.edu.cn 2 College of Business, Gachon University, Seongnam-si 13120, Republic of Korea * Correspondence: joonghaklee@... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.552 | 0.85 | ["philosophy", "governance", "education"] | 506 | Change Management Leadership | topic | 2026-03-30T00:11:31.970379 | [
0.008390236645936966,
0.08604969829320908,
0.005880383774638176,
0.032631874084472656,
-0.001530301757156849,
0.0755453109741211,
0.02896648645401001,
-0.022053293883800507,
0.00589913921430707,
-0.013270108960568905,
0.038600943982601166,
0.04169883206486702,
0.05150686576962471,
-0.01692... | ||
7; Accepted 2023 Apr 4; Collection date 2023 Apr. © 2023 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the of the Creative Commons Attribution (CC BY) license ( https://creativecommons.org/licenses/by/4.0/ ). PMC Copyright notice PMCID: PMC10135561 PMID: 37... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.637 | 0.686 | ["leadership", "innovation", "networking", "education", "philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.970525 | [
-0.0012970990501344204,
-0.0038723459001630545,
0.048380251973867416,
-0.030775126069784164,
0.03804411366581917,
0.0009716081549413502,
-0.03586991876363754,
-0.023189155384898186,
0.005040470045059919,
0.021723110228776932,
0.023713653907179832,
0.003041413612663746,
0.04686758294701576,
... | ||
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 r... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.621 | 0.83 | ["leadership", "innovation", "networking", "philosophy"] | 487 | Change Management Leadership | topic | 2026-03-30T00:11:31.970596 | [
-0.0014565108576789498,
-0.007133234292268753,
0.03334973379969597,
-0.05467509850859642,
0.04497549682855606,
0.02671283856034279,
-0.0077154203318059444,
-0.03949614614248276,
0.04086046293377876,
0.021795757114887238,
0.017915792763233185,
0.07930566370487213,
0.045287713408470154,
-0.0... | ||
derated 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 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.618 | 0.84 | ["innovation", "leadership", "management", "networking", "education"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.970659 | [
0.03990079462528229,
-0.016510488465428352,
0.041123177856206894,
-0.023951467126607895,
0.02395494282245636,
0.013147021643817425,
-0.006567107513546944,
-0.02912631817162037,
0.04440109431743622,
0.03034740686416626,
0.03233872726559639,
0.06496214121580124,
0.03935759514570236,
-0.11632... | ||
vation and highlighting the influence of commitment to change and perceived organizational support for creativity on innovative behavior. Keywords: transformational leadership, innovative behavior, commitment to change, organizational support for creativity 1. Introduction In today’s ever-evolving business climate, inn... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.434 | 0.842 | ["innovation", "leadership", "philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.970813 | [
-0.04453623667359352,
-0.033973295241594315,
0.021857352927327156,
-0.08315449208021164,
0.06085613742470741,
0.0626843199133873,
-0.01432366855442524,
-0.011787518858909607,
0.03405041992664337,
-0.021744903177022934,
0.004118731711059809,
0.07361757010221481,
0.022757934406399727,
-0.045... | ||
VID-19 pandemic and digital transformation to address a substantial change in the environment [ 4 ]. In addition, many scholars argue that the ability to encourage employee creativity and employee innovative behavior is a crucial factor in determining an organization’s survival and competitiveness [ 5 , 6 , 7 , 8 ]. Re... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.564 | 0.852 | ["innovation", "communication", "philosophy"] | 511 | Change Management Leadership | topic | 2026-03-30T00:11:31.970895 | [
-0.0072880578227341175,
-0.02873653545975685,
0.02434135600924492,
-0.10610280185937881,
0.0713055208325386,
0.048855993896722794,
0.03068547323346138,
0.01997280679643154,
-0.0198751799762249,
-0.025007616728544235,
-0.021968921646475792,
0.09716778248548508,
-0.0028837844729423523,
-0.09... | ||
antly influence their creativity and innovation [ 9 ]. Thus, various aspects of social environment variables have been investigated in creativity and innovation research [ 10 ]. For example, studies on creativity suggest that leadership and supervision are two of the most important contextual factors that influence cre... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.494 | 0.856 | ["innovation", "leadership", "strategy"] | 510 | Change Management Leadership | topic | 2026-03-30T00:11:31.970966 | [
0.028017595410346985,
-0.0205577090382576,
0.028472889214754105,
-0.04156787693500519,
0.08232448250055313,
0.04537298157811165,
0.0057218740694224834,
-0.030659625306725502,
-0.01567043550312519,
-0.02325553074479103,
0.013049103319644928,
0.08239101618528366,
-0.008601627312600613,
-0.06... | ||
employee innovation in a changing context [ 13 ]. Given that the ideas behind transformational leadership emphasize the transformative aspect of leaders’ actions [ 14 ], scholars explored how transformational leadership influences employee innovative behavior [ 15 , 16 ]. However, the question of how leadership may imp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.458 | 0.826 | ["leadership", "philosophy", "innovation"] | 414 | Change Management Leadership | topic | 2026-03-30T00:11:31.971050 | [
-0.026635687798261642,
0.025695865973830223,
0.0761825442314148,
-0.06838111579418182,
0.04756806790828705,
-0.012789294123649597,
-0.009871160611510277,
-0.021407289430499077,
0.008150480687618256,
-0.018279599025845528,
0.0448586605489254,
0.1061951071023941,
-0.03355669230222702,
-0.040... | ||
ived the academic attention required [ 17 , 18 ]. Therefore, it is necessary to identify more personal and organizational factors that might influence the relationship between transformational leadership and followers’ behavior for innovation to fully understand the process. Scholars contend that the generation of idea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.471 | 0.852 | ["leadership", "innovation", "networking", "philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.971137 | [
-0.015823358669877052,
0.007527496200054884,
0.03907225281000137,
-0.07709963619709015,
0.022534538060426712,
-0.02715269848704338,
-0.0048866900615394115,
0.007898271083831787,
0.04591567814350128,
0.021158907562494278,
-0.022290971130132675,
0.06892283260822296,
0.01724483259022236,
-0.0... | ||
cess of innovative behavior in the workplace [ 1 ]. As a result, innovative behavior entails the development of something novel, thereby incorporating both creative and innovative aspects [ 1 ], and it is ultimately change-oriented [ 19 ]. Furthermore, it has been asserted that innovative behavior is essentially a moti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.418 | 0.838 | ["motivation", "innovation", "war_conflict", "education", "philosophy"] | 450 | Change Management Leadership | topic | 2026-03-30T00:11:31.971228 | [
-0.03348478674888611,
0.0032230240758508444,
0.014230029657483101,
-0.08101192116737366,
0.06583243608474731,
0.025348426774144173,
0.06813225150108337,
0.018024487420916557,
-0.005193742457777262,
0.005957361776381731,
0.026536567136645317,
0.02748974785208702,
0.015517110005021095,
0.000... | ||
owledged by organizational reward systems [ 20 ]. Thus, an essential question for leadership research and practice is how leadership can support employee innovative behavior by enhancing the employees’ motivational states. In the current study, we propose that innovation is central to transformational leadership becaus... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.55 | 0.83 | ["leadership", "motivation", "innovation", "war_conflict", "education"] | 460 | Change Management Leadership | topic | 2026-03-30T00:11:31.971289 | [
-0.06033272296190262,
0.03792775794863701,
0.029736369848251343,
-0.07850243896245956,
0.014647731557488441,
0.020454000681638718,
-0.005812246352434158,
-0.03212987631559372,
0.032146651297807693,
0.033192992210388184,
0.0032473376486450434,
0.045432984828948975,
0.013128400780260563,
0.0... | ||
impact on followers’ innovative behavior [ 21 ]. Specifically, we argue that, by utilizing four dimensions of transformational leadership, which are idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation, transformational leaders can increase followers’ innovative beha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.45 | 0.808 | ["leadership", "philosophy", "motivation", "innovation"] | 438 | Change Management Leadership | topic | 2026-03-30T00:11:31.971337 | [
0.02007608860731125,
0.004017264116555452,
0.05259312689304352,
-0.06411789357662201,
0.004749127198010683,
0.006776318419724703,
-0.0012790519976988435,
0.0014922007685527205,
0.038713350892066956,
0.021358568221330643,
0.016766125336289406,
0.10045554488897324,
0.04307529330253601,
-0.03... | ||
ransformational leadership and innovation [ 23 ]. The idea that transformational leadership favorably affects creativity and innovation is theoretically supported by a few arguments. For example, transformational leaders also demonstrate unusual conduct and act as role models for innovation [ 24 ]. According to [ 25 ],... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.51 | 0.848 | ["leadership", "innovation", "philosophy", "rhetoric"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.971390 | [
-0.01777237467467785,
0.015200315974652767,
0.028623366728425026,
-0.019333984702825546,
0.01512815523892641,
-0.00680087273940444,
0.0033822788391262293,
-0.0062644691206514835,
0.05536879971623421,
-0.02962886355817318,
-0.029776666313409805,
0.11234778165817261,
0.014078686945140362,
-0... | ||
ment of innovative ideas, by stimulating their thinking. Scholars also suggest empirical evidence for a significant relationship between transformational leadership and employee innovative behavior. For example, in studies on healthcare teams, which investigated the relationship between transformational leadership and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.453 | 0.828 | ["leadership", "philosophy", "networking", "management", "innovation"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.971445 | [
-0.01765325292944908,
0.023054135963320732,
0.06616636365652084,
-0.06775352358818054,
0.003606995800510049,
-0.03442994877696037,
0.009986873716115952,
-0.018124723806977272,
0.04266637563705444,
-0.03239001706242561,
0.013087397441267967,
0.11153275519609451,
0.015656819567084312,
-0.027... | ||
as between transformational leadership and implemented innovations that have been put into practice. However, the few studies that specifically looked at the relationship found mixed results e.g., [ 27 , 28 , 29 , 30 ]. In short, despite the abundance of conceptual work indicating a relationship between transformationa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.828 | ["leadership", "networking", "philosophy", "innovation"] | 427 | Change Management Leadership | topic | 2026-03-30T00:11:31.971496 | [
0.0019784048199653625,
0.0008171940571628511,
0.037758611142635345,
-0.05418093502521515,
-0.015796832740306854,
-0.007764050271362066,
-0.03848349303007126,
-0.020977400243282318,
0.013953347690403461,
-0.010727008804678917,
0.06669262051582336,
0.08419793844223022,
-0.001552872359752655,
... | ||
nly a few empirical studies on this relationship. Furthermore, less definitive empirical findings suggest that there is a more nuanced relationship between transformational leadership and followers’ innovative behavior. In the current study, we introduce followers’ commitment to change as an intermediate mechanism link... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.438 | 0.828 | ["leadership", "networking", "philosophy", "innovation", "education"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.971548 | [
-0.00790715403854847,
-0.0412207655608654,
0.035091936588287354,
-0.05053359270095825,
0.020789282396435738,
-0.004205533303320408,
-0.002796017099171877,
-0.014336340129375458,
0.021999815478920937,
0.0212062057107687,
0.03344399854540825,
0.08064504712820053,
0.039832767099142075,
-0.032... | ||
nizational factor that influences the relationship between transformational leadership and followers’ innovative behavior. First, we contend that a key mechanism via which transformational leadership influences employee innovative behavior in the context of transition is the commitment to change. The foundation of tran... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.629 | 0.822 | ["leadership", "philosophy", "motivation", "networking"] | 444 | Change Management Leadership | topic | 2026-03-30T00:11:31.971637 | [
0.0017599290004000068,
-0.007118292152881622,
0.046348895877599716,
-0.08281974494457245,
0.02421705797314644,
-0.0149797722697258,
0.03389206528663635,
-0.04708898812532425,
0.049009863287210464,
-0.00798837747424841,
0.03446488082408905,
0.07639253884553909,
0.0108744902536273,
-0.001552... | ||
nspire followers to think more critically [ 14 ]. Transformational leaders increase commitment to a clearly stated vision and motivate followers to adopt novel ways of thinking by appealing to their principles and beliefs. Although earlier studies showed that transformational leadership encourages creativity [ 31 , 32 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.824 | ["leadership", "philosophy", "strategy", "management", "motivation"] | 436 | Change Management Leadership | topic | 2026-03-30T00:11:31.971690 | [
0.04679298773407936,
0.016715671867132187,
-0.00966617837548256,
-0.05900970473885536,
-0.00132770708296448,
0.004690615925937891,
0.012521471828222275,
0.001290819956921041,
0.07870586961507797,
0.0223862212151289,
-0.035087279975414276,
0.05157428979873657,
0.050149038434028625,
0.002948... | ||
at functioned under largely stable circumstances. Only a few studies have touched upon the mechanisms that transformational leaders use to influence employee innovative behavior in the changing context of transition, and little is known about these processes [ 33 ]. By looking at the intermediate mechanism in the conte... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.624 | 0.83 | ["leadership", "philosophy"] | 449 | Change Management Leadership | topic | 2026-03-30T00:11:31.971776 | [
-0.027846794575452805,
-0.0011794085148721933,
0.04024403169751167,
-0.07459817081689835,
0.07229853421449661,
0.008291942998766899,
0.02555280365049839,
-0.00383910839445889,
0.04470357298851013,
-0.0045861355029046535,
0.03945411741733551,
0.0849299356341362,
-0.022731032222509384,
-0.03... | ||
ional leaders boost employee innovative behavior. Second, we consider how organizational support climate for creativity may influence the relationship between commitment to change and followers’ innovative behavior. According to organizational support theory, employees can perceive how much their organizations value th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.489 | 0.846 | ["leadership", "innovation", "networking", "career"] | 505 | Change Management Leadership | topic | 2026-03-30T00:11:31.971890 | [
-0.02759167179465294,
-0.014089173637330532,
0.02193993516266346,
-0.05588977038860321,
0.0591544583439827,
0.011512847617268562,
0.035309191793203354,
-0.05012519657611847,
0.06377234309911728,
0.0016619134694337845,
0.00477211456745863,
0.07578959316015244,
0.03959667682647705,
-0.070772... | ||
that the organization supports them [ 36 , 37 ]. Similarly, other academics have investigated the relationship between encouraging workplace culture and employee outcomes. However, research has rarely examined the effects of organizational support on leadership and organizational context [ 38 ]. Given the significance ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.412 | 0.828 | ["leadership", "innovation", "networking"] | 463 | Change Management Leadership | topic | 2026-03-30T00:11:31.972012 | [
-0.03443190082907677,
0.04926478862762451,
0.009782262146472931,
-0.040783096104860306,
0.05493152514100075,
0.05808001011610031,
0.006870502606034279,
-0.03925520181655884,
0.008898104541003704,
-0.07197242230176926,
-0.001963397255167365,
0.10215310007333755,
0.05229615792632103,
-0.0278... | ||
port for creativity can be a crucial possibility. Organizational support for creativity relates to the extent to which an employee perceives that the organization supports employees to be more creative [ 39 ]. An individual working for an organization will incur costs when they attempt to develop and implement new idea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.394 | 0.854 | ["innovation"] | 476 | Change Management Leadership | topic | 2026-03-30T00:11:31.972066 | [
-0.036954525858163834,
-0.03758995234966278,
0.01909710466861725,
-0.05016663670539856,
0.02216826006770134,
0.036526985466480255,
0.03876364603638649,
-0.015274664387106895,
-0.011030645109713078,
-0.020191079005599022,
-0.021411456167697906,
0.0878245010972023,
0.010756749659776688,
-0.0... | ||
know they are backed by the organization [ 40 ]. In sum, we aimed to address the following research question using data from 535 designated change agents of one large financial institution that launched a big organizational change initiative: How does the relationship between transformational leadership and employee in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.64 | 0.692 | ["leadership", "innovation", "networking", "communication", "philosophy"] | 488 | Change Management Leadership | topic | 2026-03-30T00:11:31.972117 | [
-0.016411183401942253,
0.015915092080831528,
0.0005729210679419339,
-0.028199268504977226,
0.002064887899905443,
0.05755844712257385,
-0.051010292023420334,
-0.05432416498661041,
0.024652991443872452,
-0.015348918735980988,
0.02178981900215149,
0.06980959326028824,
-0.027539758011698723,
-... | ||
upport for creativity moderate this relationship? Our model (see Figure 1 ) shows that transformational leadership raises the level of followers’ commitment to change, which then promotes followers’ innovative behavior measured by both subjective and objective indicators (i.e., self-reported innovative behavior and obj... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.83 | ["innovation", "leadership", "networking", "philosophy"] | 507 | Change Management Leadership | topic | 2026-03-30T00:11:31.972168 | [
0.00904606282711029,
-0.026662610471248627,
0.00364239071495831,
-0.053516607731580734,
0.02178163267672062,
0.031225841492414474,
-0.009063642472028732,
-0.01898854412138462,
0.03228745609521866,
0.020419379696249962,
0.019661670550704002,
0.07264882326126099,
0.07921110093593597,
-0.0230... | ||
organizational support for creativity. Figure 1. Open in a new tab Theoretical research model (made by authors, 2023). By reconciling the inconsistent results of these relationships, our study contributes to the management literature. This study also responds to the topic of how innovative behavior in the changing envi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.632 | 0.848 | ["leadership", "education", "management", "innovation", "networking"] | 511 | Change Management Leadership | topic | 2026-03-30T00:11:31.972216 | [
0.0016941434005275369,
-0.02588888257741928,
0.038197003304958344,
-0.05154230445623398,
-0.00636484706774354,
-0.003336451482027769,
0.026904115453362465,
-0.0342693068087101,
0.0252336747944355,
0.021794885396957397,
0.02605963684618473,
0.08176072686910629,
0.033090248703956604,
-0.0307... | ||
revealing the mechanism of innovative behavior through organizational support for creativity using both objective and subjective indicators for innovation. Overall, this study increases our understanding of the causes and consequences of employees’ innovative behavior. 2. Literature Review and Hypotheses 2.1. Transform... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.625 | 0.826 | ["leadership", "innovation", "education", "philosophy"] | 490 | Change Management Leadership | topic | 2026-03-30T00:11:31.972271 | [
-0.02162363938987255,
-0.013125135563313961,
0.05649928003549576,
-0.05567115545272827,
0.0037490681279450655,
0.022202322259545326,
0.008771904744207859,
-0.045309875160455704,
0.02671937085688114,
0.012513157911598682,
0.04276483133435249,
0.06599369645118713,
0.02144278958439827,
-0.029... | ||
associated with followers’ commitment to change. Commitment to change is defined as “a force (mindset) that binds an individual to a course of action deemed necessary for the successful execution of a change initiative” [ 41 ], p. 475. According to studies, an individual’s commitment to change significantly influences ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.521 | 0.858 | ["leadership", "philosophy"] | 511 | Change Management Leadership | topic | 2026-03-30T00:11:31.972321 | [
-0.02506789192557335,
0.048413246870040894,
0.018558522686362267,
-0.05347101017832756,
0.043147820979356766,
0.02517189271748066,
0.005788781680166721,
-0.03488011658191681,
0.042631227523088455,
0.03919442743062973,
0.0320025198161602,
0.03506776690483093,
-0.003981336951255798,
-0.00045... | ||
p implies that such leaders encourage their followers to take initiative [ 44 ]. Therefore, prior studies have highlighted the importance of transformational leadership in examining how leadership behaviors promote change [ 45 ]. Ref. [ 46 ] also hypothesized the relationship between transformational leadership and cha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.504 | 0.834 | ["leadership", "philosophy", "networking"] | 486 | Change Management Leadership | topic | 2026-03-30T00:11:31.972412 | [
-0.03027915395796299,
0.06319175660610199,
0.05001163110136986,
-0.029107285663485527,
0.013190300203859806,
0.04453345388174057,
-0.03922596573829651,
-0.028133686631917953,
0.061631061136722565,
-0.01724259741604328,
0.03208784759044647,
0.08485125750303268,
-0.028579512611031532,
0.0439... | ||
equently drive change at an organizational level. Overall, followers’ commitment to change is positively associated with transformational, change-related, and communication behaviors [ 47 ]. According to scholars, managers/leaders should inspire passion and gain support from their teams for the proposed organizational ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.576 | 0.844 | ["management", "philosophy", "leadership", "communication", "motivation"] | 511 | Change Management Leadership | topic | 2026-03-30T00:11:31.972464 | [
0.018621783703565598,
-0.01178379263728857,
0.02631322480738163,
-0.027716901153326035,
0.03666064515709877,
-0.023824119940400124,
-0.0007813219563104212,
-0.013607082888484001,
0.06476005166769028,
0.002212735591456294,
0.022345809265971184,
0.03417450934648514,
0.04783933609724045,
0.00... | ||
eling that the management supports them were more receptive to suggested changes than others [ 49 , 50 ]. Considering the effects of leadership on change recipients’ attitudes toward change, studies on leadership have posited that charismatic or transformational leadership is particularly effective during times of chan... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.499 | 0.852 | ["leadership", "networking", "philosophy", "management", "war_conflict"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.972512 | [
-0.013751382008194923,
0.044156502932310104,
0.052369095385074615,
-0.041995350271463394,
0.014527872204780579,
0.015793727710843086,
-0.013257049955427647,
-0.03975513577461243,
0.03585350140929222,
-0.008532213047146797,
0.008143885061144829,
0.0467483326792717,
0.006028597243130207,
0.0... | ||
51 , 52 ], data supporting the connection between transformational leadership and employees’ commitment to an organizational change are scarce [ 53 ]. We contend that transformational leaders significantly and positively influence employees’ commitment to change as change implementers due to several factors [ 54 , 55 ]... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.506 | 0.85 | ["leadership", "philosophy", "networking"] | 510 | Change Management Leadership | topic | 2026-03-30T00:11:31.972570 | [
-0.047348279505968094,
0.054898831993341446,
0.042802777141332626,
-0.03128410130739212,
0.01064014807343483,
0.043341271579265594,
-0.03209283575415611,
-0.04893059656023979,
0.044429924339056015,
-0.011288023553788662,
0.031826771795749664,
0.019923891872167587,
-0.008136319927871227,
0.... | ||
ployees to take responsibility for the change and motivate them toward self-actualization [ 57 ]. In particular, inspiring people and igniting passion entail transformational leadership, which is brought about by articulating a vision and encouraging participation in the change process [ 58 ]. Transformational leaders ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.521 | 0.818 | ["leadership", "strategy", "philosophy", "management", "motivation"] | 425 | Change Management Leadership | topic | 2026-03-30T00:11:31.972624 | [
0.021976497024297714,
0.09430836141109467,
0.027343686670064926,
-0.059449199587106705,
0.04848029837012291,
0.009720099158585072,
0.04664844647049904,
-0.012766018509864807,
0.04648170620203018,
-0.024021683260798454,
0.0011205184273421764,
-0.033230215311050415,
-0.008435151539742947,
0.... | ||
imultaneously identifying and conveying a vision. Secondly, transformational leaders often use affective appeals by being upbeat and setting down the best expectations [ 59 ]. Therefore, we argue that transformational leaders are more likely to secure employees’ genuine commitment to change. Lastly, transformational le... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.51 | 0.84 | ["leadership", "philosophy", "strategy", "ethics"] | 480 | Change Management Leadership | topic | 2026-03-30T00:11:31.972676 | [
-0.0010822511976584792,
0.11513851583003998,
0.011709670536220074,
-0.052208587527275085,
0.03587768226861954,
-0.00398589950054884,
0.029423953965306282,
-0.03720235452055931,
0.08326040953397751,
-0.017526866868138313,
0.020638253539800644,
-0.003717599669471383,
-0.00265282834880054,
0.... | ||
y the leader and the organization’s goals [ 56 ]. Employees are more committed to supporting initiatives from leaders who lead by example and personally demonstrate what needs to happen [ 60 ]. Ref. [ 61 ] indicated that transformational leaders are more effective than less transformational leaders in situations involv... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.477 | 0.848 | ["leadership", "philosophy"] | 495 | Change Management Leadership | topic | 2026-03-30T00:11:31.972728 | [
-0.00547858327627182,
0.09201236814260483,
0.03009158745408058,
-0.05139082297682762,
0.04970651865005493,
0.026823483407497406,
-0.019197093322873116,
0.024881582707166672,
0.07524183392524719,
-0.038155291229486465,
0.024099228903651237,
0.025164585560560226,
-0.020261095836758614,
0.038... | ||
the affective commitment to change of employees. Their explanation for this relationship was that these general transformational leadership behaviors create conditions in which followers are more likely to commit to a change by painting a positive vision for the future, motivating the audience, addressing their needs i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.629 | 0.834 | ["leadership", "communication", "strategy", "networking", "philosophy"] | 431 | Change Management Leadership | topic | 2026-03-30T00:11:31.972787 | [
-0.01136381458491087,
0.09035874158143997,
0.046207621693611145,
-0.006264231167733669,
0.057293180376291275,
0.03276025131344795,
0.013986380770802498,
-0.043522678315639496,
0.07437749207019806,
-0.03063836693763733,
0.014672189950942993,
0.00816462654620409,
0.005777087528258562,
-0.023... | ||
ht on by the transition, and earning their trust. In conclusion, prior research has shown that transformational leadership and employees’ commitment to change are positively related. All things considered, we hypothesized the following: Hypothesis 1: Transformational leadership is positively associated with followers’ ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.657 | 0.844 | ["leadership", "philosophy", "management"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.972843 | [
-0.023388639092445374,
0.051641881465911865,
0.01777067221701145,
-0.032933562994003296,
0.050169121474027634,
0.02333097532391548,
0.003452185308560729,
-0.037430934607982635,
0.05559170991182327,
-0.013490334153175354,
0.07167018949985504,
0.015633776783943176,
0.016392355784773827,
0.02... | ||
olicies, and procedures may have a better probability of causing changes in organizational structures [ 62 ]. Commitment in general refers to an employee’s dedication to a goal or task [ 63 ], and commitment to change is defined as a dedication to an individual or organizational change. Thus, organizational experts hav... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.526 | 0.838 | [] | 427 | Change Management Leadership | topic | 2026-03-30T00:11:31.972886 | [
0.006654670927673578,
0.04157201573252678,
-0.04093652963638306,
-0.021093010902404785,
0.006915236357599497,
-0.024925265461206436,
0.01989034004509449,
0.017138265073299408,
0.052617304027080536,
0.005817072931677103,
0.029459811747074127,
0.012829373590648174,
0.023403752595186234,
0.04... | ||
rk harder and more effectively to make it happen. Few studies have established the processes through which leaders’ behaviors influence outcomes in the context of organizational change. The impact of leadership on performance was mediated by the attitudes of the change beneficiaries. For instance, ref. [ 64 ] investiga... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.461 | 0.84 | ["leadership", "management", "philosophy"] | 473 | Change Management Leadership | topic | 2026-03-30T00:11:31.972940 | [
-0.014684266410768032,
0.0655558854341507,
-0.020345568656921387,
-0.01740994118154049,
0.038672707974910736,
0.017249729484319687,
-0.015191766433417797,
0.017232485115528107,
0.06222352012991905,
-0.004165523685514927,
-0.010273841209709644,
0.06531254947185516,
0.03875351324677467,
0.02... | ||
mediated by the recipients’ commitment to change. In other studies, supportive leadership and perceived organizational effectiveness were mediated by employees’ attitudes toward change [ 65 ]. Although many academics investigated how change recipients’ attitudes would mediate the relationship between leadership and cha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.465 | 0.832 | ["leadership", "networking", "war_conflict", "philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.972997 | [
0.01570752076804638,
0.018757158890366554,
0.05940273031592369,
-0.05001641809940338,
0.05723866447806358,
-0.031513337045907974,
-0.002678750781342387,
-0.02635815180838108,
0.06310568749904633,
-0.01836233213543892,
0.0482867993414402,
0.08973313868045807,
-0.00014461352839134634,
-0.047... | ||
tional leadership and employee innovative behavior [ 47 ]. To answer the preceding discussion of how followers’ innovative behavior is influenced by transformational leaders, we propose that commitment to change plays a mediating role in the connection between transformational leadership and innovative behavior. It is ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.635 | 0.832 | ["leadership", "philosophy", "motivation", "networking"] | 462 | Change Management Leadership | topic | 2026-03-30T00:11:31.973051 | [
0.01563599705696106,
-0.0239852424710989,
0.05142039805650711,
-0.08533743768930435,
0.007105380296707153,
0.001941748894751072,
0.02158420905470848,
-0.05154933035373688,
0.030266277492046356,
0.013621833175420761,
0.034325502812862396,
0.07036913186311722,
0.023407869040966034,
-0.033902... | ||
vate them to perform better than expected [ 14 ]. This study also highlighted existing opportunities for change and to promote follower confidence. Additionally, transformational leadership entails followers modifying their own commitments to and beliefs about organizational targets [ 66 ]. In fact, ref. [ 53 ] found t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.513 | 0.846 | ["leadership", "philosophy", "education"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.973104 | [
0.006913637742400169,
0.05360681563615799,
0.022481802850961685,
-0.049574725329875946,
-0.01572836935520172,
0.006523546297103167,
-0.009311706759035587,
0.0029032696038484573,
0.09060720354318619,
-0.003915911074727774,
0.028432544320821762,
0.0553676001727581,
0.05149954557418823,
-0.03... | ||
ional leadership will be equally effective in persuading followers to commit to organizational change. To our knowledge, research has looked into the role that commitment to change plays as a mediator in the link between transformational leadership and innovative behavior. According to [ 67 ], self-reported innovative ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.844 | ["leadership", "networking", "education", "philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.973158 | [
-0.00005109783887746744,
-0.0010463986545801163,
0.024982206523418427,
-0.04151980206370354,
0.0363098569214344,
-0.009582973085343838,
-0.004068783018738031,
-0.03163521736860275,
0.07531242817640305,
0.008824056945741177,
0.02959967777132988,
0.06528154015541077,
0.047435153275728226,
-0... | ||
nship was further mediated by followers’ affective commitment to change. Ref. [ 68 ] also examined how transformational leadership encourages staff to support organizational change, which in turn sparks innovation for the organization. In sum, we contend that transformational leadership indirectly influences employee i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.639 | 0.834 | ["leadership", "philosophy", "innovation"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.973207 | [
-0.00042190193198621273,
-0.011342233046889305,
0.06073318049311638,
-0.0596359446644783,
0.03717222437262535,
-0.02908807247877121,
-0.009807308204472065,
-0.021212784573435783,
0.049432508647441864,
0.01991356909275055,
0.01872722990810871,
0.06116613745689392,
-0.00006717602809658274,
-... | ||
tary, a strong commitment to organizational transformation is essential and should increase employee excitement for innovation. As a result, we hypothesized the following: Hypothesis 2: Transformational leadership is positively associated with followers’ innovative behavior, mediated by followers’ commitment to change.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.836 | ["leadership", "philosophy", "innovation", "motivation"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.973264 | [
-0.024933291599154472,
0.014542700722813606,
0.024757886305451393,
-0.07040990144014359,
0.03276388347148895,
-0.00386067945510149,
0.02470848523080349,
-0.017505992203950882,
0.04308854416012764,
-0.0021875433158129454,
0.018108580261468887,
0.09078533202409744,
0.030997976660728455,
-0.0... | ||
by transformational leaders to be more committed to change. However, the exchange relationship quality between leaders and followers is largely ignored by the transformational leadership theory, which primarily concentrates on the role of leaders as individuals and explains how transformational leaders uplift followers... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.457 | 0.826 | ["leadership", "philosophy", "motivation", "ethics", "networking"] | 444 | Change Management Leadership | topic | 2026-03-30T00:11:31.973313 | [
-0.008478615432977676,
0.03851180896162987,
0.035777151584625244,
-0.03967544063925743,
-0.01680062524974346,
-0.006110487040132284,
-0.015044995583593845,
-0.03665849566459656,
0.08384443074464798,
0.01797585003077984,
0.01723651960492134,
0.051969852298498154,
0.030081721022725105,
0.024... | ||
y successful in inspiring all of their followers. We also contend that the effectiveness of transformational leadership in fostering commitment to change depends on the caliber of the interdependent connection. According to organizational researchers, companies can successfully promote employee creativity and motivatio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.514 | 0.832 | ["leadership", "motivation", "innovation", "networking", "social_justice"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.973366 | [
-0.004681512247771025,
0.052647750824689865,
0.021580804139375687,
-0.027052296325564384,
0.02045200951397419,
0.03320027515292168,
0.00943214725703001,
-0.039491139352321625,
0.03664124757051468,
-0.04358045011758804,
0.022419294342398643,
0.07037577778100967,
0.04986006021499634,
0.02601... | ||
dom, encouragement, threats, employee involvement, and knowledge sharing [ 70 , 71 , 72 ]. Although earlier studies focused on various workplace aspects, research on organizational climate is scarce [ 73 ]. Organizational climate is defined as shared perceptions of the policies, practices, and procedures employees expe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.862 | ["war_conflict", "education"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.973411 | [
0.0014459589729085565,
0.013580822385847569,
-0.013976133428514004,
0.057531751692295074,
0.019703127443790436,
-0.0037526485975831747,
0.015994727611541748,
-0.06547889113426208,
0.011801623739302158,
-0.011868849396705627,
-0.014434955082833767,
-0.003167851595208049,
0.06771581619977951,
... | ||
and will be able to complete their tasks on their own when they perceive organizational support [ 75 ]. Therefore, it is necessary to look into how organizational support may affect the larger social milieu. Importantly, businesses that operate in an environment that is undergoing rapid change must maintain their compe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.467 | 0.83 | ["innovation"] | 412 | Change Management Leadership | topic | 2026-03-30T00:11:31.973457 | [
-0.019087988883256912,
-0.021714145317673683,
0.03939772769808769,
-0.04728827625513077,
0.0813383162021637,
0.02862635999917984,
-0.011548926122486591,
-0.0001965283154277131,
-0.08681534230709076,
-0.0499626062810421,
0.027953414246439934,
0.08351121097803116,
-0.005537264049053192,
-0.0... | ||
novation to produce new services or goods [ 76 ]. As organizational change is a dynamic process, each employee’s commitment to change must be supported by various motivations [ 77 ]. Perceived organizational support can meet socioemotional needs, strengthen organizational commitment, and promote improved psychological ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.426 | 0.848 | ["motivation"] | 510 | Change Management Leadership | topic | 2026-03-30T00:11:31.973508 | [
-0.049067553132772446,
0.01406120602041483,
-0.0014824774116277695,
-0.04421040788292885,
0.05167970433831215,
0.028990518301725388,
0.03642945736646652,
-0.018935130909085274,
-0.017894016578793526,
-0.012073023244738579,
0.03210202232003212,
-0.0005825228872708976,
0.01290542259812355,
0... | ||
level of perceived organizational support [ 78 ]. Notably, a meta-analytic review by [ 36 ] revealed that perceived organizational support is associated with task performance. Task performance is one of the most crucial outcomes achieved in the management discipline [ 79 ]. It refers to meeting formal job requirements ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.382 | 0.834 | ["philosophy", "management", "career"] | 427 | Change Management Leadership | topic | 2026-03-30T00:11:31.973557 | [
-0.034449007362127304,
0.042505599558353424,
-0.018938640132546425,
-0.031248224899172783,
0.045546118170022964,
0.0019768003839999437,
0.06768489629030228,
0.0242584478110075,
-0.05907334014773369,
-0.012668338604271412,
-0.030632732436060905,
0.02219441719353199,
0.02814031019806862,
0.0... | ||
behavior, and routine administrative work [ 80 ]. However, creativity is an extra role and discretionary behavior that promotes innovation [ 5 , 81 ]. Since creativity is a vital characteristic for firms to set themselves apart from their competitors [ 82 ], organizations should encourage their employees to nurture cre... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.461 | 0.862 | ["innovation", "war_conflict"] | 510 | Change Management Leadership | topic | 2026-03-30T00:11:31.973612 | [
0.033256739377975464,
-0.03884654492139816,
0.012469563633203506,
-0.06473542004823685,
0.008171873167157173,
0.03620722144842148,
0.045276761054992676,
-0.009653211571276188,
-0.021968476474285126,
0.00879683531820774,
0.024533100426197052,
0.060855068266391754,
0.0192409697920084,
-0.048... | ||
reativity is a major factor in innovation [ 84 ]. Creativity and innovation are perceived to go hand in hand [ 85 ]. Creativity has traditionally been characterized as the invention of new and useful ideas, as opposed to innovation, which has traditionally been defined as the generation of original and useful ideas as ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.551 | 0.882 | ["innovation", "resume"] | 511 | Change Management Leadership | topic | 2026-03-30T00:11:31.973657 | [
0.011244765482842922,
-0.05130787938833237,
-0.006049285177141428,
-0.057466018944978714,
0.0007011371781118214,
0.05352783203125,
0.01683794893324375,
0.03034849464893341,
0.028907816857099533,
-0.020894411951303482,
-0.005944513715803623,
0.09721149504184723,
0.04138724505901337,
-0.0730... | ||
eativity is for innovation [ 84 , 85 , 86 , 87 ]. The relationship between organizational support and innovation performance was empirically tested in studies [ 88 ]. However, not many studies explored this relationship [ 89 ], and earlier studies took an abstract approach to the subject [ 83 ]. Together, our paper exp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.385 | 0.862 | ["innovation", "networking", "philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.973704 | [
0.0015405111480504274,
-0.022719042375683784,
-0.023041794076561928,
-0.051445476710796356,
0.023681998252868652,
0.04207474738359451,
0.026517480611801147,
0.003192851087078452,
-0.010184044949710369,
-0.015116128139197826,
0.03172549232840538,
0.0641511008143425,
0.04850662499666214,
-0.... | ||
izational support for creativity on this relationship. Hence, we hypothesize the following: Hypothesis 3: Organizational support for creativity moderates the relationship between followers’ commitment to change and followers’ innovative behavior. 4. Moderated Mediating Effect According to Hypothesis 2, commitment to ch... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.52 | 0.81 | ["networking", "leadership", "innovation", "philosophy"] | 435 | Change Management Leadership | topic | 2026-03-30T00:11:31.973752 | [
-0.008975516073405743,
0.0024323533289134502,
0.034484222531318665,
-0.059566330164670944,
0.06549008190631866,
0.03607665374875069,
0.034753162413835526,
-0.021760663017630577,
0.005898407660424709,
0.0008729658438824117,
0.04803279787302017,
0.08308834582567215,
0.057324983179569244,
-0.... | ||
onal leadership and employee innovative behavior. Additionally, Hypothesis 3 illustrates the moderating effect of organizational support for creativity on the said relationship. According to Hypotheses 1–3, organizational support for creativity has a moderating influence on the effect of transformational leadership on ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.433 | 0.816 | ["leadership", "innovation", "networking", "philosophy"] | 423 | Change Management Leadership | topic | 2026-03-30T00:11:31.973799 | [
-0.018947148695588112,
-0.005882396828383207,
0.07153742015361786,
-0.04923376068472862,
0.03427441418170929,
0.010253526270389557,
0.01899152621626854,
-0.026142874732613564,
0.02957574464380741,
-0.04557791352272034,
0.021282285451889038,
0.12773363292217255,
0.054244328290224075,
-0.034... | ||
an be seen as a moderated mediation model [ 90 ]. Combining these hypotheses, we suggest that the relationship between transformational leadership and employee innovation is more effectively mediated by organizational support for creativity than by a commitment to change alone. By articulating short- and long-term visi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.621 | 0.836 | ["leadership", "innovation", "strategy", "networking", "philosophy"] | 448 | Change Management Leadership | topic | 2026-03-30T00:11:31.973851 | [
0.03741947188973427,
0.03369002044200897,
0.05558924749493599,
-0.03476157411932945,
0.05546053498983383,
0.004439369775354862,
-0.001324728480540216,
-0.017556706443428993,
0.06399346888065338,
-0.042487986385822296,
-0.025033529847860336,
0.10440360009670258,
0.017186753451824188,
-0.014... | ||
ine goals and discover solutions together [ 23 ]. Accordingly, transformational leaders can intrinsically motivate employees and are positively related to innovative behavior [ 31 ]. Employees who strongly believe that their businesses adequately support their creativity are, therefore, more likely to feel at ease part... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.83 | ["innovation", "philosophy", "leadership", "motivation"] | 457 | Change Management Leadership | topic | 2026-03-30T00:11:31.973898 | [
-0.040421903133392334,
0.013706067577004433,
0.061810195446014404,
-0.06781330704689026,
0.05494901165366173,
-0.00559570174664259,
0.06726696342229843,
0.0364789217710495,
0.004263679031282663,
-0.020618349313735962,
-0.04117364063858986,
0.03505765646696091,
0.005607630126178265,
-0.0217... | ||
, which leads to improved innovation performance. Therefore, the indirect impact of transformational leadership on staff creativity should be more significant. As a result, we suggest the following hypothesis: Hypothesis 4: The indirect effect of transformational leadership on followers’ innovative behavior, via follow... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.491 | 0.84 | ["leadership", "innovation", "philosophy"] | 510 | Change Management Leadership | topic | 2026-03-30T00:11:31.973945 | [
-0.00819442793726921,
-0.0018526779022067785,
0.06575371325016022,
-0.06650730222463608,
0.02170121856033802,
0.012932637706398964,
-0.014288902282714844,
-0.003971804864704609,
0.04212677851319313,
0.0008533638319931924,
0.023779192939400673,
0.09262565523386002,
0.045975446701049805,
-0.... | ||
l support for creativity is high. 5. Methods 5.1. Research Setting We selected one of Korea’s largest financial organizations, the site of a significant organizational change program, as our research location. A sample from one of Korea’s largest financial organizations that underwent a significant organizational chang... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.834 | ["leadership", "innovation", "networking", "philosophy"] | 501 | Change Management Leadership | topic | 2026-03-30T00:11:31.974007 | [
-0.024455152451992035,
0.03143676370382309,
0.054860591888427734,
-0.0482511892914772,
0.049490489065647125,
0.03951399028301239,
-0.005547208245843649,
-0.026431869715452194,
0.00918576866388321,
-0.013515627942979336,
0.031101608648896217,
0.0698588564991951,
-0.02356128767132759,
-0.088... | ||
ment to change, and employee innovative behavior. In other words, investigating employees’ innovative behaviors in such an innovative environment would provide valuable insights into the relationship among transformational leadership, employee commitment to change, and employee innovative behavior in the context of org... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.464 | 0.834 | ["leadership", "management", "networking", "education", "philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.974094 | [
-0.010425354354083538,
-0.03269091993570328,
0.05109172314405441,
-0.06022755429148674,
0.03602498397231102,
-0.005089753307402134,
-0.011060070246458054,
-0.027828270569443703,
-0.004746438469737768,
-0.010401580482721329,
0.04890119284391403,
0.03031572327017784,
-0.033355578780174255,
-... | ||
middle-managers completed the study’s survey online. We used a self-report research design except for followers’ innovative performance; therefore, there was an interval of approximately 1 month between two rounds of the survey. Participants were questioned in the initial phase regarding the transformational leadership... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.475 | 0.816 | ["leadership", "philosophy", "management", "education"] | 424 | Change Management Leadership | topic | 2026-03-30T00:11:31.974146 | [
0.02027873881161213,
0.03085908479988575,
0.0419808104634285,
-0.0046231709420681,
0.020205093547701836,
0.01286313682794571,
-0.1101917177438736,
0.046128954738378525,
-0.0030823382548987865,
0.05003338307142258,
-0.02157854288816452,
-0.002966915490105748,
0.012525783851742744,
-0.034046... | ||
aphic details of their supervisors (Timepoint 1). In the second phase, they assessed the level of their innovative behavior over the previous weeks (Timepoint 2). In the first phase, a total of 560 responses were collected (from 700 managers). In the second phase, we obtained 535 valid and completed questionnaires (fro... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.864 | ["management"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.974191 | [
0.006163432728499174,
-0.04516742378473282,
0.06830070167779922,
-0.002832114463672042,
-0.05074996501207352,
-0.007745941169559956,
0.02883756533265114,
-0.00990474596619606,
-0.07921741157770157,
0.01577775739133358,
0.04957897216081619,
-0.030658582225441933,
-0.024514837190508842,
-0.0... | ||
e managers, 37% were deputy general managers, 1.2% were general managers, and 14% were assistant branch managers. Regarding their tenure, 43% had held their positions for more than 20 years, with 6.2% for less than 3 years, 16% for more than 3 years but less than 10 years, and 34% for more than 10 years but less than 2... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.641 | 0.864 | ["leadership", "management", "philosophy"] | 489 | Change Management Leadership | topic | 2026-03-30T00:11:31.974239 | [
0.009665405377745628,
0.014832809567451477,
0.044151242822408676,
-0.021262429654598236,
-0.03716546669602394,
0.04792935773730278,
-0.04894954711198807,
-0.013126601465046406,
-0.015522980131208897,
0.030174460262060165,
0.012518913485109806,
-0.04831588640809059,
-0.014971907250583172,
-... | ||
s transformative leadership (MLQ Form 5X) [ 22 ]. Using these items, all respondents assessed their direct supervisor’s leadership style. After in-depth discussions with the HR managers, we determined that the eight items for charisma (idealized influence), four items for inspirational motivation, and four items for in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.63 | 0.846 | ["leadership", "philosophy", "motivation", "management", "education"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.974286 | [
-0.007576173637062311,
0.07002034038305283,
0.07133711874485016,
-0.018559953197836876,
0.009760607965290546,
0.0465666800737381,
-0.0029072912875562906,
-0.041926492005586624,
-0.002582782879471779,
0.01331382803618908,
-0.027282461524009705,
0.05332169309258461,
0.02692277543246746,
-0.0... | ||
l leadership, as performed in previous studies (Cronbach’s alpha = 0.97). Organizational support for creativity. Using four questions developed by [ 1 ], we measured organizational support for creativity. These items were used by each change agent to assess how they felt about organizational support for creativity. A s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.686 | ["leadership", "innovation", "philosophy"] | 450 | Change Management Leadership | topic | 2026-03-30T00:11:31.974332 | [
0.0032047517597675323,
0.04011347144842148,
0.0012129192473366857,
-0.0366579033434391,
0.06641621887683868,
0.08099035173654556,
0.008659355342388153,
0.008311968296766281,
-0.018444450572133064,
-0.015941143035888672,
-0.018666258081793785,
0.05737241357564926,
0.036676663905382156,
-0.0... | ||
(Cronbach’s alpha = 0.86). Commitment to change. We utilized four items developed by [ 92 ] to assess commitment to change. Using these items, each responder evaluated the extent of their commitment to change. A sample item is “I am doing whatever I can to help this change be successful” (Cronbach’s alpha = 0.77). Inno... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.598 | 0.688 | [] | 428 | Change Management Leadership | topic | 2026-03-30T00:11:31.974376 | [
0.008308162912726402,
0.010216068476438522,
-0.04945511743426323,
-0.051529355347156525,
0.06415962427854538,
0.02970266342163086,
0.04179226607084274,
0.00676958030089736,
-0.023112744092941284,
0.011420966126024723,
0.038826897740364075,
0.003732712473720312,
-0.030413653701543808,
-0.03... | ||
followers’ innovative behavior of the workforce. This study differs from others as it focuses on employee innovative behavior in addition to creativity (e.g., idea generation and idea implementation). Given that the bulk of the predictors were also self-report measures [ 93 ], a recent review indicated that self-report... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.553 | 0.856 | ["innovation", "education"] | 510 | Change Management Leadership | topic | 2026-03-30T00:11:31.974423 | [
0.018571410328149796,
-0.05813899263739586,
0.011319291777908802,
-0.03358872979879379,
0.02106061391532421,
0.015419390052556992,
0.0383276641368866,
0.013261034153401852,
-0.01121682021766901,
0.014983640052378178,
0.013999057933688164,
0.05919679254293442,
0.007255162578076124,
-0.06967... | ||
e metric for innovative behavior in studies of an individual [ 95 ]. As a result, scholars contend that having more varied sources of outcome measures would allow researchers to be more confident about their findings. Researchers advise that, to cross-validate self-reported ratings [ 95 ], future studies should make an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.373 | 0.832 | ["education"] | 417 | Change Management Leadership | topic | 2026-03-30T00:11:31.974470 | [
-0.013897500932216644,
-0.009067444130778313,
0.005239519290626049,
-0.002786229597404599,
0.01864156685769558,
-0.013673883862793446,
0.05571969971060753,
0.08797283470630646,
0.03038862906396389,
-0.024225717410445213,
0.012648068368434906,
-0.03191285580396652,
-0.004408977925777435,
-0... | ||
behavior (e.g., objective indices in our study). In line with this advice, we assessed followers’ innovative behavior with both subjective and objective innovation indicators: self-reported innovative behavior and innovation performance. The usage of two measures is essential for obtaining a comprehensive understanding... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.408 | 0.832 | ["innovation", "philosophy", "communication", "education"] | 511 | Change Management Leadership | topic | 2026-03-30T00:11:31.974521 | [
0.057171981781721115,
-0.08014890551567078,
-0.021835055202245712,
-0.06530290842056274,
0.01035914197564125,
0.005806130822747946,
0.05400808900594711,
0.041904110461473465,
-0.001032219617627561,
0.025740517303347588,
0.027157355099916458,
0.011053602211177349,
0.03931865468621254,
-0.04... | ||
ases inherent to each approach, ultimately providing a more robust assessment of the relationships under investigation. First, we measured followers’ innovative behavior with self-reported measures. Specifically, self-reported innovative behavior was measured using six items developed by [ 1 ]. By responding to survey ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.361 | 0.84 | ["networking"] | 501 | Change Management Leadership | topic | 2026-03-30T00:11:31.974565 | [
0.0036999236326664686,
-0.02178020216524601,
0.005262585356831551,
0.018955988809466362,
0.015038291923701763,
-0.011144882068037987,
0.04637938365340233,
0.06060043349862099,
0.004470647778362036,
0.02141599729657173,
0.02147754654288292,
0.0038847371470183134,
0.006449966691434383,
-0.04... | ||
entation of new ideas” (Cronbach’s alpha = 0.83). Second, we employed objective measures to assess followers’ innovative behavior because employee innovation incorporates both the generation of novel ideas (i.e., creativity) and their implementation (converting these ideas into new and improved products or services); w... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.438 | 0.844 | ["innovation"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.974615 | [
0.025965627282857895,
-0.05713416263461113,
-0.010321145877242088,
-0.05500450357794762,
0.03299973905086517,
0.027055302634835243,
0.07002218067646027,
0.013380973599851131,
0.006703975144773722,
0.04603039473295212,
0.024218030273914337,
0.03737123683094978,
0.008251694962382317,
-0.0539... | ||
ach individual in providing new ideas that are implemented. Each employee offers fresh concepts or recommendations via the company website, after which such submissions are reviewed by special committee members. After evaluations, the committee decides regarding the suitability of new concepts for implementation in the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.547 | 0.822 | ["decision_making", "salary"] | 421 | Change Management Leadership | topic | 2026-03-30T00:11:31.974661 | [
-0.07536245137453079,
0.05623188242316246,
-0.056714363396167755,
-0.013888074085116386,
-0.04023132845759392,
0.04306914657354355,
0.05890527740120888,
-0.00841943733394146,
-0.008803821168839931,
0.015216090716421604,
0.003681587055325508,
0.037736620754003525,
-0.03978388011455536,
-0.0... | ||
heir ideas if they are put into practice at work. In light of this, we believe that the “mileage” gained through this process can reflect all facets of innovation: idea generation, idea championing, and idea implementation. Control variables. Past research consistently linked a few demographic factors to creative habit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.397 | 0.86 | ["innovation", "philosophy"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.974709 | [
0.07157962024211884,
-0.04492557793855667,
0.058676280081272125,
-0.021005908027291298,
0.011200083419680595,
0.05027971416711807,
-0.009591612033545971,
0.049221694469451904,
0.040074460208415985,
0.04843361675739288,
-0.0215599425137043,
0.09943000972270966,
0.06016319617629051,
-0.04811... | ||
to rule out the likelihood that the results were the consequence of a spurious connection. We added subsidiaries as controls because respondents came from 11 different subsidiaries of this company group. Additionally, we managed the time spent working with their supervisor and longevity in the team, both of which could... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10135561/ | Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.431 | 0.856 | ["strategy", "management", "networking", "war_conflict"] | 512 | Change Management Leadership | topic | 2026-03-30T00:11:31.974753 | [
-0.03134385496377945,
-0.030617116019129753,
0.025742996484041214,
0.025397060438990593,
0.07290291786193848,
0.011015499010682106,
-0.00656724302098155,
-0.002213099505752325,
-0.04175153374671936,
-0.0155193991959095,
0.08075273782014847,
0.059159886091947556,
0.08542252331972122,
0.0001... |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.