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Steven D. Caldwell
Researcher at University of South Carolina Upstate
Publications - 19
Citations - 2618
Steven D. Caldwell is an academic researcher from University of South Carolina Upstate. The author has contributed to research in topics: Change management & Context (language use). The author has an hindex of 13, co-authored 18 publications receiving 2432 citations. Previous affiliations of Steven D. Caldwell include Georgia Institute of Technology.
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The effects of transformational and change leadership on employees' commitment to a change: a multilevel study.
TL;DR: Investigation of the relationship between transformational and change leadership and followers' commitment to a particular change initiative as a function of the personal impact of the changes found transformational leadership was found to be more strongly related to followers' change commitment.
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Assessment of children's distress during painful medical procedures.
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The effects of organizational changes on employee commitment: a multilevel investigation
TL;DR: In this paper, the authors investigated how organizational changes in 32 different organizations (public and private) affected individuals' commitment to specific change and their broader commitment to the organization, and found that both types of commitment may be best understood in terms of a 3-way interaction between the overall favorableness (positive/negative) of the change for the work unit members, the extent of change in the work units, and the impact of change on the individual's job.
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Beyond change management: a multilevel investigation of contextual and personal influences on employees' commitment to change.
TL;DR: The extent to which attitudes toward organizational changes may be affected by contextual (other changes going on) and personal (self-efficacy) factors was investigated with a multilevel design involving 25 different changes.
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Toward an understanding of the relationships among organizational change, individual differences, and changes in person-environment fit: a cross-level study.
TL;DR: Analysis of individuals' perceptions of changes in P-E fit in relation to organizational changes occurring in 34 different organizational work units suggests that the relationships between organizational change and perceived changes in fit are best understood as interactions between the characteristics of the change process, the extent of change, and individual differences.