Leadership, participation, and trust: Reframing employee buy-in as a socially constructed process in organisational change

Leadership, and buy-in during organisational change

Organisational change is a multifaceted process that necessitates effective leadership and employee buy-in to ensure successful implementation and sustainability. Recent literature highlights the pivotal role of leadership styles in motivating employees to embrace change and commit to organisational goals, particularly in the context of digital transformation. Musaigwa and Kalitanyi (2024) affirm that leadership effectiveness is closely tied to its ability to adapt to new technologies and strategies, highlighting the need for leaders to cultivate skills that transcend traditional management methods. This is echoed in their subsequent research, where they identify that involving organisational members in the change process significantly enhances buy-in. Furthermore, Westover (2024) exploration of compassionate leadership emphasises the importance of empathy in driving organisational change. His findings indicate that stress reduction among stakeholders fosters an environment conducive to buy-in, which is essential for achieving transformative outcomes. Another critical aspect presented by Hubbart (2022) is the need to address the significance of truth and transparent communication as foundational elements in securing employee commitment during change initiatives. He argues that clarifying the rationale behind organisational change is vital for generating stakeholder buy-in and overcoming resistance. The literature also stresses that effective communication strategies are essential for managing change. Westover (2024) identifies the significance of framing changes as natural evolution, which can mitigate resistance to change and encourage staff engagement. This idea is reinforced by the comprehensive framework presented by Al Arabi et al. (2022) who detail leadership competencies necessary for guiding teams through change phases, particularly in healthcare environments. They highlight the necessity of building a strong sense of urgency and maintaining ongoing communication to facilitate acceptance and implementation of change initiatives. These studies point to a growing consensus that leadership must not only motivate and manage change but also create a culture that supports open dialogue, transparency, and emotional intelligence to navigate the complexities of organisational transformations. Furthermore, research by Al Maazmi et al. (2024) illustrates the dynamics of leadership during strategic change, advocating for clarity and tailored communication to ensure diverse stakeholder groups are adequately engaged and informed during the transition.

Integrating leadership, trust, and commitment

Integrating concepts of leadership, trust, and organisational commitment has gained increasing attention in the organisational behaviour literature. Recent studies stress the multifaceted connections between these elements, highlighting that leadership styles significantly influence trust dynamics in organisations, which, in turn, affect overall commitment among employees. Leadership behaviours, such as ethical and transformational styles, have been shown to play a critical role in fostering organisational trust. In addition, ethical leadership characterised by integrity and fairness, directly contributes to trust-building processes in various organisational contexts, thus enhancing commitment (Vijayalakshmi et al., 2024). Authentic leadership positively impacts trust and quality social exchange relationships among employees during challenging times, such as the COVID-19 pandemic (Chen & Sriphon, 2022). This further understands how leaders can employ their behaviours to cultivate trust, thereby reinforcing commitment among team members.

Moreover, studies indicate that trust acts as a mediating variable in the relationship between leadership style and organisational commitment. A significant study highlighted that leadership trust mediates the effect of organisational commitment on the willingness of individuals to remain in their positions in educational institutions (Verma & Kaur, 2024). This notion is further supported by findings from (Verma & Kaur, 2024) who identified trust as a critical component influencing the effectiveness of participative leadership and its positive effects on team performance in entrepreneurial settings. Furthermore, research examining different leadership styles, especially inclusivity in contrast to autocracy, revealed that inclusive leadership fosters higher levels of organisational trust, ultimately leading to increased commitment (Oh et al., 2024). The issue of leadership styles incorporates not only behaviours that directly build trust but also those which risk undermining it. Studies have documented how authoritarian leadership can decrease trust and, as a result, diminish employee commitment (Parlar et al., 2022). In particular, findings suggest that trust in leadership is crucial for mitigating negative impacts caused by such leadership styles, significantly influencing employees’ affective commitment (Parlar et al., 2022). In contemporary organisational contexts, building trust and psychological safety is paramount to securing employee commitment and buy-in during periods of change. Organisational change initiatives often invoke anxiety and uncertainty among employees. Establishing a foundation of trust and fostering an environment where psychological safety is prioritised can alleviate resistance to change. Leadership plays a critical role in this dynamic; transformational leaders, characterised by their ability to inspire and motivate employees, significantly enhance organisational commitment, resulting in greater acceptance and participation in change initiatives (Akbar & Tirtoprojo, 2021). Moreover, the impact of organisational justice cannot be overlooked. Employees are more likely to support changes if they perceive fairness in the processes that lead to such transformations. The interplay between organisational justice and employee affective commitment has been shown to yield positive outcomes, including reduced cynicism and enhanced readiness for change (Primawidi & Mangundjaya, 2020). Thus, leaders must communicate transparently and inclusively, thereby reinforcing trust and enabling a stronger emotional commitment to change initiatives.

In the healthcare sector, the challenge of managing change is particularly pronounced. Research, emphasise that the support provided by managers during transitions directly impacts nurses’ organisational commitment, highlighting the importance of managerial influence in reducing change-related apprehensions (Funakoshi et al., 2023). The support mechanisms utilised by leaders ranging from recognition of individual contributions to fostering team cohesion are significant factors that mitigate the negative impacts of change on employee morale and commitment. Literature reinforces that organisational culture and collective identity are also essential when navigating change. When organisations cultivate a strong identity linked to employee commitment, they create a buffer against the stress that accompanies change. Employees who feel aligned with the organisation’s vision are more likely to embrace transformations (Kurniawati & Widoatmodjo, 2023). The integration of trust, psychological safety, effective communication, and a supportive organisational culture are vital in instilling commitment and buy-in from employees during periods of change, ultimately facilitating smoother transitions and successful implementations of new initiatives.

Employee engagement and participatory change management

Recent peer-reviewed literature highlights a significant relationship between employee engagement and participatory change management, illustrating how effective leadership and participatory practices can enhance organisational performance. Engaged employees are characterised by their commitment and enthusiasm towards their work, which is positively influenced by their involvement in change processes (Saks, 2019). High levels of employee engagement can mitigate turnover rates and increase productivity, as these employees are more likely to offer discretionary effort towards their roles (Awalia & Yanuar, 2024). One of the critical factors that drive employee engagement is strategic leadership, specifically transformational leadership which fosters an environment conducive to employee participation and engagement. For instance, research shows that transformational leadership combined with self-efficacy can enhance employee performance significantly through increased engagement (Suwarni et al., 2023). Similarly, this is echoed by research indicating that leaders who communicate effectively and involve employees in decision-making processes enhance their commitment to organisational changes (Faupel & Helpap, 2021). Involving employees in these changes not only fosters a sense of ownership but can also lead to greater acceptance and implementation of the changes initiated by leadership.

Furthermore, participatory change management facilitates a culture of collaboration and innovation in organisations. Research suggests that the effectiveness of participatory leadership in engendering employee commitment is contingent upon the employees’ orientation towards leadership, suggesting that a tailored approach to participatory practices is essential (Rogiest et al., 2018). This is corroborated by the work of (Dwiyanti & Dudija, 2019), which highlights that organisations must actively meet employee expectations to cultivate engagement and how the utilisation of rewards can further reinforce this positive relationship. A comprehensive understanding of employee engagement also encompasses its implications for organisational performance. Employee engagement has been linked to improved job satisfaction, reduced absenteeism, and enhanced employee performance outcomes (Awalia & Yanuar, 2024; Afianti & Azmy, 2023). Evidence suggests that higher levels of engagement lead to better returns for shareholders, indicating its integral role in not only individual but also organisational success (Afianti & Azmy, 2023). This emphasises the necessity for organisations to implement ongoing engagement strategies that resonate with their employees’ values and expectations to maintain high levels of morale and productivity (Parmenas, 2022).

Addressing resistance to change

One significant study by Deng et al. (2023a) provides a systematic review of the antecedents of resistance to organisational change, highlighting factors such as individual perceptions, organisational culture, and change characteristics. They emphasise the importance of understanding these antecedents to formulate effective strategies for management to lessen resistance. This comprehensive examination supports the idea that resistance is often rooted in psychological factors, making it essential for leaders to engage employees early in the change process to address their concerns. Transformational leadership has been recognised as particularly effective in reducing resistance. Chukwuma et al. (2023) demonstrate that transformational leadership positively counters cognitive rigidity, a common form of resistance, by promoting employee involvement in decision-making processes, thus fostering a supportive change climate. This view is further supported by Sánchez et al. (2023) who analyse the relationship between transformational leadership and resistance to change, concluding that trust in leadership and employee openness significantly influence this dynamic. In addressing resistance to change through technological advancements, Abouraia et al. (2024) discusses the critical need for management styles that consider the psychological and emotional needs of employees during digital transformations. This holistic approach emphasises equipping employees with the necessary skills and knowledge, which can alleviate fears and skepticism towards change. Additionally, research by Rahaman et al. (2021) indicates that ethical leadership can diminish resistance by promoting commitment to change initiatives. Engaging employees through ethical leadership practices can facilitate overcoming resistance by creating trust and open communication. Moreover, emerging strategies for addressing resistance emphasise the importance of consistent and effective change communication. Alhezzani (2021) argues for building strong social networks and stakeholder engagement as effective means of navigating challenges associated with change.

The role of leadership in driving commitment to change

Recent literature highlights the significant influence leadership plays in driving commitment to change in organisations. A common finding across various studies is that transformational and ethical leadership styles significantly enhance employees’ commitment to organisational change. For instance, Zona and Thaib (2021) explored the positive effects of transformational leadership on employee commitment to organisational change among government employees in Indonesia. They concluded that transformational leaders focus on intrinsic needs and long-term goals, fostering greater commitment to change compared to transactional leaders. This aligns with Bayraktar and Jiménez’s (2020) argument that transformational leadership has a positive effect on change-related outcomes, such as employees’ affective commitment to change. Further supporting this notion, Ouedraogo et al. (2023) stated that leadership credibility directly affects affective commitment to change, which in turn influences the success of organisational change endeavours. They emphasise that a leader’s integrity is crucial in fostering employees’ commitment during transitions. Similarly, Serang et al. (2024) indicated that ethical leadership fosters a sense of moral obligation that enhances commitment to change among employees, directly contributing to successful organisational changes. Moreover, research demonstrates that inclusive leadership positively influences employees’ commitment to change, with job satisfaction playing a mediating role in this relationship (Gil et al., 2025). In addition, leadership approaches that empower employees by encouraging participation, autonomy, and innovation have been shown to foster a supportive environment for change, thereby enhancing commitment to organisational transformation. The literature also emphasises the mediating role of commitment to change itself. Studies suggest that commitment to change acts as a key mechanism through which leadership styles influence employees’ behavioural responses to change initiatives. This indicates that leadership approaches, particularly transformational and ethical leadership, play a critical role in shaping employees’ readiness and willingness to engage in organisational change processes.

Transformational change and organisational buy-In

Recent literature has increasingly focused on the interplay between transformational leadership and organisational buy-in during periods of significant change. Transformational leadership significantly impacts organisational commitment and job satisfaction among employees, facilitating adaptation. For instance, research by Matejić et al. (2021) has shown that transformational leadership positively influences organisational commitment and job satisfaction, aligning with earlier findings that highlight this connection in the context of change acceptance. Moreover, Istiqomah and Burhanuddin (2022) explored how transformational leadership is essential for the successful execution of organisational change, asserting that such leaders foster an environment where followers not only accept but actively participate in the change process. This is crucial in building a culture of buy-in, where stakeholders feel involved and committed to various initiatives. The effectiveness of transformational leadership in this regard is further supported by findings from Bayraktar and Jiménez (2020) who established a positive correlation between transformational leadership and employees’ emotional commitment to support change initiatives, thus stressing its role in fostering a supportive organisational culture during transitions (Bayraktar & Jiménez, 2020). In examining case studies, Brandt et al. (2019) discussed transformational change processes led by post-conventional leaders, suggesting that these leaders are particularly adept at guiding organisations through complex transformations because of their ability to embrace multiple perspectives and encourage collaborative engagement among various stakeholders. This is aligned with insights from Harb and Sidani (2019) which emphasised the necessity of transformational leadership in enhancing organisational performance, demonstrating the broader implications of effective leadership in securing buy-in from diverse groups affected by change. Sahid et al. (2023) further contribute to the discourse by presenting empirical evidence that supports the notion that transformational leadership effectively manages organisational change. Their findings indicate that practical implications for leaders are vital for not just initiating change but also ensuring sustained buy-in from employees throughout the process. Additionally, research by Howson and Kingsbury (2023) illustrated how curriculum changes in higher education can serve as a disorienting dilemma that catalyses transformational organisational change when effectively managed by leaders accustomed to transformative practices.

4.1.8 Sub-theme 1.3 Getting employee buy-in and commitment to change

The significance of getting employee buy-in and commitment to change cannot be overemphasised. For leadership to get employees to participate in change they need to get them to buy-in. if employees disagree with the change idea it would be difficult to change. The respondents explained their experience below;

Respondent A

The findings stresses that employee buy-in is achieved when individuals are actively involved in both strategic and tactical decision-making processes, emphasising the importance of inclusive participation in organisational planning. In line with this perspective, the importance of inclusive participation in management processes for securing employee buy-in is well-supported by contemporary literature. A cardinal theme in recent management studies is the pivotal role of communication and participatory practices in fostering ownership and commitment among employees during organisational change. Reinking and Resch (2023) emphasise that effective transition in management control systems necessitates basic human resource controls and systematic communication routines, which enhance accountability, information sharing, and employee participation. This directly supports Respondent’s emphasis that employees must be given sufficient opportunity to contribute at both strategic and operational levels. This systematic approach is crucial for establishing a transparent environment where employees feel that their input is genuinely valued. The authors further argue that without such participatory structures, gaining buy-in becomes significantly more challenging, reinforcing the importance of involving employees from the outset of the planning process.

Similarly, research by Sahay and Goldthwaite (2024) illustrates that the choice of participatory practices during organisational change is fundamental. They highlight that including input from non-managerial employees not only addresses specific change-related challenges but also cultivates a sense of belonging and investment among staff. Reaping the Respondent’s view on involvement across levels, their findings suggest that when employees are engaged in decision-making processes, the likelihood of acceptance and enthusiasm for organisational change increases significantly. Moreover, Vaja and Bhatt (2018) note that employee engagement in change management initiatives can significantly influence the success of such transformations. Consistent with Respondent A’s assertion, their research illustrates that buy-in is strengthened when employees are actively involved in planning and implementation processes. This aligns with the broader notion that participation enhances individuals’ connection to organisational vision and goals. Leadership characterised by authentic interactions further fosters a climate in which employees are more likely to embrace organisational initiatives. When leaders demonstrate genuine concern for employee contributions, it promotes organisational citizenship behaviours and reinforces the importance of participation at all levels. Management commitment to operational performance, particularly through training and development initiatives, can foster a work environment in which employees feel valued and secure, thereby enhancing organisational commitment and overall job satisfaction. Taken together with Respondent A’s account, the literature consistently demonstrates that employee buy-in is significantly enhanced through inclusive and participatory management strategies. The integration of systematic communication, authentic leadership, and genuine engagement in decision-making processes ensures that employees feel integral to organisational planning and change initiatives.

Respondent O

The findings emphasises that securing employee buy-in is fundamental to the success of organisational change, highlighting that without collective belief in the direction of change, implementation efforts are likely to fail. The respondent further underscores the ongoing responsibility of leadership to maintain alignment and commitment throughout the change process. In line with this perspective, the successful implementation of organisational change is widely recognised in the literature as being heavily dependent on securing employee buy-in. For instance, Urquhart et al. (2021) highlight that widespread buy-in reflects a collective commitment among organisational members, which is essential for effectively engaging with new initiatives. This directly supports Respondent’s emphasis on the need for employees to believe in the intended direction of change. The concept further resonates with the importance of both intellectual and emotional attachment to organisational goals, suggesting that leaders must move beyond simple communication and foster deeper connections to sustain support for change. Furthermore, recent literature emphasises the importance of engaging employees to cultivate ownership and buy-in during organisational change processes. Effective engagement fosters a sense of shared purpose and emotional investment, which is critical for overcoming resistance and ensuring alignment with organisational objectives. Echoing findings on maintaining continuous buy-in, Hubbart (2022) highlights the importance of commitment to a shared vision as a prerequisite for successful organisational change, reinforcing the idea that buy-in must be sustained over time rather than achieved once. Moreover, De Villiers and Mienie (2025) provide practical insights into how leadership accountability can enhance stakeholder buy-in, particularly during periods of uncertainty. This aligns with the findings which indicate that leadership carries the responsibility of keeping teams on track and maintaining commitment throughout the change process. By addressing concerns transparently and demonstrating accountability, leaders can mobilise and sustain support for long-term change efforts. The interrelationship between a culture of voice and buy-in is also noted by Burris and Sohn (2021), who argue that cultivating an environment where employees feel empowered to express their opinions significantly enhances the likelihood of securing buy-in. Consistent with findings emphasis on collective alignment, valuing employee contributions not only strengthens engagement but also fosters a shared commitment to organisational direction. The multifaceted nature of obtaining buy-in during organisational change suggests that it involves emotional commitment, active engagement, leadership accountability, and the creation of a culture that values employee input. These insights demonstrate that sustained buy-in is not a one-time achievement but an ongoing relational process that requires continuous leadership effort, shared vision, and collective engagement to ensure successful organisational transformation.

Respondent B

The findings emphasise that employee buy-in and commitment are achieved through active engagement rather than directive instruction, highlighting the importance of participation and inclusion in decision-making processes. In line with this view, the notion that employee buy-in stems from engagement rather than mere instruction is well articulated in contemporary research. Engagement emphasises dialogue and the inclusion of employees in decision-making, emerging as a critical factor in fostering organisational effectiveness. Literature highlights that effective internal communication is pivotal in minimising uncertainties and fostering a culture of participation, thereby enhancing employees’ sense of belonging and commitment to organisational strategies. For instance, Liu (2022) indicate that employee engagement and identification with the corporate brand significantly enhance loyalty and commitment. This directly supports findings emphasis that when employees are involved in discussions about company direction, their attachment and engagement intensify, leading to stronger buy-in regarding strategic changes. Furthermore, Burris and Sohn (2021) assert that explicit and clear communication is indispensable in alleviating decision-making anxieties among employees. Echoing Respondent B’s focus on involvement, they highlight the importance of clear pathways for problem-solving to empower staff, making them feel supported and actively engaged in organisational changes. This empowerment correlates directly with employees’ ability to contribute effectively to the firm’s strategic objectives.

Moreover, the concept of transformational leadership adds further depth to the discussion of employee engagement. Deng et al. (2023a) presents evidence suggesting that transformational leaders significantly influence their followers’ engagement levels. This aligns with findings which indicate that leadership plays a central role in facilitating engagement and participation. Such leaders cultivate environments that encourage involvement, fostering a sense of importance among employees regarding their roles in strategic initiatives. Musaigwa (2023) further emphasise the necessity of leadership in stakeholder engagement during times of change, maintaining that committed leadership is crucial for addressing employee resistance and ensuring alignment with organisational vision. A meta-analysis by Li et al. (2021) corroborates this, illustrating that leadership characteristics significantly impact employee engagement across various contexts. In addition, Vaja and Bhatt (2018) support the premise that active employee participation in organisational change management leads to enhanced commitment and engagement. Consistent with findings assertion, this indicates a clear linkage between employee involvement in decision-making processes and organisational effectiveness. Research by Para-González et al. (2019) further demonstrates that strategic human resource management practices play a vital role in shaping employees’ affective commitment and empowerment. This reinforces the respondent’s view that when employees perceive their involvement as meaningful, their engagement increases, which in turn positively influences organisational performance. Thus, incorporating employees into decision-making processes not only fosters engagement but also aligns individual goals with organisational objectives, creating a collaborative pathway towards successful strategy implementation. Recent peer-reviewed literature consistently supports the assertion that participatory engagement, supported by transformational leadership and effective communication, is central to securing employee buy-in and commitment during organisational change.

Respondent Y

The findings highlight a critical concern regarding the use of financial rewards as a mechanism for securing employee commitment during organisational change. The respondent argues that financial incentives may produce compliance rather than genuine belief in the change process, emphasising instead the importance of leadership, relationships, and shared understanding. In line with this perspective, the argument against relying on financial rewards to secure employees’ commitment and buy-in is supported by literature indicating that financial incentives may lead to superficial commitment that lacks a genuine belief in the organisation’s goals. For instance, Bashir and Venkatakrishnan (2022) found that Millennials and Generation X employees in the public sector show minimal connection between financial rewards and affective commitment, suggesting that intrinsic motivations and organisational alignment are often more influential than financial benefits. This directly reinforces the findings concern that commitment driven by financial gain may not reflect genuine buy-in. Similarly, Nujjoo and Meyer (2012) argue that perceptions of inequities in financial rewards can diminish employee morale and commitment, illustrating that extrinsic financial rewards may create transactional relationships rather than meaningful engagement. Repeating the findings emphasis on leadership and interaction, the literature further highlights that effective leadership plays a crucial role in fostering meaningful employee relationships and commitment. Ng and Johnson (2020) note that individuals in the public and nonprofit sectors often accept lower salaries in exchange for greater intrinsic satisfaction, prioritising meaningful contribution over financial reward. Johnson and Ng (2016) reinforce this idea by emphasising organisational commitment through non-financial means, advocating for dialogue and leadership engagement to create an environment where commitment to change is nurtured through participation rather than financial incentives. This aligns with the respondent’s view that buy-in emerges through negotiation, discussion, and relationship-building.

The literature also supports the argument that employee commitment should stem from shared goals and values rather than merely financial exchanges. In line with the findings assertion that employees must see mutual benefit, Para-González et al. (2019) note that while financial rewards can enhance motivation, they are most effective when accompanied by policies that emphasise fairness and alignment. Furthermore, Victor and Hoole (2021) found that a combination of non-financial rewards such as job autonomy and growth opportunities is more effective in retaining employees than financial compensation alone. This supports the respondent’s emphasis on aligning organisational goals with employees’ personal aspirations as a pathway to genuine commitment. In addition, Saks (2019) discuss how a supportive and engaging workplace culture enhances organisational commitment, reinforcing the importance of intrinsic motivation over extrinsic incentives. The findings suggest that managing organisational change effectively requires leaders to prioritise relationship-building, open communication, and employee involvement in decision-making processes. The integration of effective leadership, employee engagement, and intrinsic motivation is therefore essential for fostering genuine commitment and buy-in. While financial rewards may serve a supplementary role, as cautioned by the respondent, they should not be the central strategy, as this risks creating a workforce motivated by monetary gain rather than shared purpose and vision.

Respondent C

The findings highlight that resistance to change is not only expected but also a dynamic and manageable aspect of organisational transformation. In line with this view, resistance to change is a common phenomenon in organisational settings, often stemming from various factors including fear of the unknown, lack of understanding, or previous negative experiences with change initiatives. Research indicates that addressing employee resistance is crucial for the successful implementation of organisational changes. In line with the findings emphasis on open discussion and consensus-building, one pivotal strategy is to foster a culture of open communication and inclusiveness, which can help mitigate resistance and enhance employee buy-in. For example, Erlyani et al., (2024) emphasise that employees must perceive changes as appropriate and feel equipped to manage them, suggesting that effective communication can heighten readiness for change and lead to smoother transitions. This supports the findings observation that engaging employees through dialogue helps facilitate buy-in even when initial resistance exists. Aligning employees’ perceptions with the goals of change initiatives is essential for fostering a cooperative atmosphere, where even dissenting views can contribute to a consensus-driven approach to organisational change. As reflected in Respondent’s experience of involving all employees, when individuals feel included in the change process, their sense of ownership and capability increases, which has been identified as a predictor of successful change initiatives (Erlyani et al., 2024). Strategies that include soliciting employee feedback and involving them in decision-making processes can enhance their commitment and willingness to embrace change. In line with the findings emphasis on collective engagement, Bakker and Demerouti (2017) highlight that support from supervisors and peers positively influences job satisfaction, reinforcing the importance of a strong team dynamic during change initiatives. Thus, engaging employees from the outset not only benefits those directly involved in the change but can also create a ripple effect throughout the organisation, improving overall morale and productivity. Moreover, transformational leadership plays a pivotal role in managing organisational change. Leaders who adopt a transformational style are able to inspire and motivate employees to accept and adapt to changes, thereby reducing resistance significantly (Deng et al., 2023b). This aligns with the findings suggestion that leadership must actively facilitate discussions and guide employees towards consensus. Studies by Chughtai et al. (2024) reinforce the notion that successful leaders should embrace adaptive leadership styles that align with organisational innovations, illustrating the necessity for leaders to integrate their vision with the aspirations and needs of employees.

However, resistance is not always negative; rather, as also implied by the findings, it can provide valuable insights that drive better change processes. Employee dissent can lead to discussions that surface critical viewpoints, fostering a comprehensive dialogue that enhances decision-making (Sahid et al., 2023). Consequently, organisations should aim to create platforms for such discussions, which can ultimately lead to more robust and widely accepted change initiatives. The role of leadership, therefore, includes the ability to facilitate these discussions and build consensus, ensuring that all employees feel heard and valued during transitions (Burris & Sohn, 2021). Addressing resistance through open discussion, employee involvement, and transformational leadership is critical to achieving successful organisational transitions. By facilitating communication and promoting an inclusive culture, organisations can transform resistance from a barrier into a constructive mechanism for strengthening employee engagement and achieving consensus on change initiatives.

Respondent D

The findings highlight that employee commitment and buy-in are strongly influenced by the quality of relationships between leaders and employees, with trust emerging as a central factor. The findings further suggest that without trust, employees are unlikely to support organisational change, and that effective communication and a clear vision from leadership can reduce resistance and strengthen commitment. In line with these findings, an effective relationship between leaders and employees is widely recognised in the literature as foundational for fostering commitment and buy-in in organisations. Trust is a pivotal element in this relationship. Research indicates that the absence of trust undermines employees’ willingness to engage with organisational changes, illustrating that trust is essential for effective leadership and commitment to organisational objectives (Ouedraogo et al., 2018). This supports the findings that without trust, employee buy-in becomes difficult to achieve. Leaders who cultivate trust through transparent communication can significantly enhance employee engagement and commitment. The dynamics of interpersonal communication not only strengthen employees’ emotional attachment to the organisation, often referred to as affective commitment, but also foster ongoing and normative commitment, which are essential in sustaining employee alignment with organisational goals (Meyer et al., 2002).

Further supporting this premise, effective organisational communication serves as a critical mechanism through which leaders can articulate a compelling vision and strategic direction, thereby minimising resistance to change (Deng et al., 2023b). Consistent with the findings’ emphasis on clear vision and communication, employees who perceive that they have a voice in the organisation and that their contributions are recognised are more likely to demonstrate commitment and engagement (Burris & Sohn, 2021). The role of effective communication also extends to transformational leadership, which has been shown to positively influence employees’ perceptions of their leaders, thereby increasing trust and commitment (Abasilim et al., 2019). This aligns with the findings that leadership effectiveness in communicating direction plays a key role in reducing resistance. Moreover, studies have demonstrated that when communication is both robust and trustworthy, it translates into higher levels of employee satisfaction and performance (Men et al., 2019). Organisations characterised by open communication often experience increased job satisfaction and commitment, as employees feel valued and understood (Men et al., 2019; Meyer et al., 2002). The findings suggest that leaders who invest in building trust and maintaining transparent communication are more likely to foster sustained employee commitment. The interplay of trust, effective communication, and leadership practices therefore forms the cornerstone of organisational commitment and employee buy-in. Combined together with the findings, this relationship is critical for reducing resistance and strengthening organisational alignment, ultimately contributing to improved performance and reduced turnover (Meyer et al., 2002).

Respondent E

The findings emphasise that stakeholder participation is central to achieving employee buy-in during organisational change, highlighting the importance of involving individuals across different levels and providing continuous feedback. The findings further indicate that employees must understand the rationale behind change and be fully aligned with its objectives, while also suggesting that incentives can play a supportive role once readiness for change has been established. In line with these findings, the participation of various stakeholders in organisational change is widely recognised as critical for successful implementation and long-term acceptance. The concept of buy-in from employees is essential, as it involves cultivating both commitment and a clear understanding of the reasons behind change initiatives. Research highlights that employees require both emotional and intellectual engagement to act as champions for organisational change (Ouedraogo et al., 2018). This correlate with the findings assertion that employees must be fully on board and understand the purpose of change in order to sustain commitment. (Ouedraogo et al., 2018) further demonstrates that a high level of buy-in influences individuals’ intention to remain within organisations, suggesting that when stakeholders are genuinely invested, they are more likely to support and sustain change initiatives. This applicability extends across contexts, with Onyeneke and Abe (2021) emphasising the crucial role leadership plays in facilitating employee support during organisational change.

Understanding the rationale behind change alone is insufficient; fostering a culture that is receptive to change is equally important. This culture is typically built on trust, openness, and a collective commitment to the change process (Hubbart, 2022). Consistent with the findings’ emphasis on stakeholder involvement and feedback, Waitzberg et al. (2021) highlight those inclusive decision-making processes, which acknowledge diverse perspectives, can significantly reduce resistance to change. Such inclusive approaches create transparent environments that encourage positive behavioural responses among employees during organisational transitions. Once employees are prepared for change, the strategic use of incentives becomes relevant. Findings indicate that incentives should follow readiness, literature suggests that incentives both financial and non-financial can enhance motivation and engagement when appropriately aligned with organisational goals. Powell et al. (2017) discuss the importance of tailoring implementation strategies to organisational contexts, noting that such alignment improves engagement and outcomes. Furthermore, Lieberman et al. (2019) argue that the framing of incentives, whether as rewards or penalties, conveys important social signals that influence employee behaviour. This aligns with the findings that incentives should be tied to clear milestones and organisational vision to reinforce commitment. By integrating inclusive stakeholder participation with carefully designed incentive structures, organisations can enhance both readiness and sustained commitment to change. Taken together with the findings, the literature demonstrates that successful organisational change depends on a balanced approach that combines participation, understanding, and motivation, ensuring that employees remain engaged throughout the change process.

Respondent F

The findings highlight that effective communication and leadership are central to engaging and motivating employees during organisational change. In particular, the findings emphasise that leaders must communicate the urgency and importance of change, demonstrate commitment through leading by example, and actively involve employees in the change process. Leaders who show passion and visibly support change are more likely to encourage participation and alignment among staff. In line with these findings, effective communication and leadership are widely recognised as essential components in successfully engaging and motivating a workforce, particularly during periods of organisational transformation. Leaders who demonstrate urgency and commitment to change inspire employees to participate actively in the transformation process. This correlate with the findings that leadership visibility, motivation, and engagement are critical in securing employee participation. Recent literature reinforces this position, with Maceachern et al. (2020) highlighting how leaders’ sense of responsibility and motivation can drive engagement and accountability in organisations. This sense of responsibility is essential in cultivating a workforce that understands the importance of change and is willing to contribute meaningfully. Furthermore, Yen et al. (2024) illustrate that authentic leadership fosters harmonious passion among employees, which can lead to positive organisational citizenship behaviours. This aligns with the findings that leaders who communicate urgency and importance effectively can inspire employees to take ownership of change initiatives. The connection between leadership communication and employee motivation suggests that when leaders are clear and purposeful in their messaging, employees are more likely to internalise organisational goals.

Moreover, the affective dimension of leadership, particularly the transfer of passion from leaders to employees, has been explored by Ho and Astakhova (2020), who demonstrate that charismatic leadership can instil harmonious passion and strengthen alignment with organisational goals. The findings emphasise leadership passion, and this suggests that leaders who visibly demonstrate commitment and enthusiasm for change can positively influence employee attitudes and participation. Similarly, Burris and Sohn (2021) emphasise the importance of empowering leadership in fostering job passion and encouraging employee voice, reinforcing the idea that involvement and participation are critical elements of successful change processes. The importance of clear communication is further supported by Iftikhar and Haq (2022), who show that relationship-oriented leadership enhances harmonious passion among employees. Consistent with the findings’ focus on engagement and interaction, this indicates that leaders who communicate effectively and build strong relationships are more successful in motivating employees to adapt to change. Additionally, Wu et al. (2020) note that leadership behaviours such as humour can strengthen leader-employee relationships, creating a positive environment that encourages participation. To implement change effectively, leaders must also demonstrate genuine commitment to the process. Authentic leadership, as discussed by Sri Ramalu and Janadari (2022), fosters trust and loyalty, encouraging employees to embrace organisational change. This reinforces the findings that leading by example and demonstrating commitment are essential for building credibility and trust. Trust, in turn, serves as a foundation for engagement, particularly during periods of uncertainty (Thibault-Landry et al., 2018). Clear communication of change initiatives also plays a critical role in aligning employee expectations with organisational objectives, thereby strengthening commitment. Combined together with the findings, the literature consistently demonstrates that effective communication, leadership passion, and employee empowerment are pivotal in driving engagement and motivation during organisational change. Leaders who actively involve employees, communicate clearly, and model commitment create an environment in which change is more likely to be embraced rather than resisted.

Respondent G

The findings suggest that organisational change, when framed appropriately, can be perceived as an opportunity for personal and organisational growth rather than as a threat. In particular, the findings highlight that leaders play a critical role in shaping how change is communicated, and that positioning change as a pathway to individual development can enhance employee commitment and buy-in. In line with these findings, the relationship between organisational change and personal growth is recognised in the literature as complex and deeply interconnected. As individuals encounter organisational change, their responses and attitudes can significantly influence both their personal development and the success of the organisation. Successful communication of change is therefore essential for fostering commitment and creating an environment conducive to growth. One central theme in the literature is the role of emotional responses in shaping employee attitudes towards change. Castillo et al. (2018) elucidate the stages employees may experience during organisational shifts, from initial resistance to eventual acceptance, and suggest that framing change positively can help employees reinterpret their emotional responses, thereby facilitating growth opportunities. This directly supports the findings that the way leaders craft and communicate change messages can influence employee willingness to embrace change.

Similarly, De Klerk (2019) highlights that during periods of organisational disruption, effective leadership and communication are crucial in guiding employees through emotional challenges, enabling both recovery and personal development. Echoing the findings’ emphasis on growth-oriented messaging, this perspective reinforces the importance of leadership in transforming difficult change experiences into opportunities for development and resilience. Moreover, Fahrenbach and Kragulj (2022) propose a model of triple-loop learning, which suggests that organisations can benefit from viewing change as an opportunity for deeper reflection and adaptation. This aligns with the findings that employees are more likely to engage with change when it is framed as a developmental process rather than a disruptive one. Supporting this, Colombo et al. (2023) found that employees who perceived change as an opportunity for growth reported feelings of rejuvenation rather than instability. In line with the findings’ focus on positive framing, this highlights the importance of leaders adopting an empathetic and forward-looking communication approach. Effective communication strategies that emphasise both personal and organisational growth have also been shown to foster stronger commitment to change (Ouedraogo & Ouakouak, 2018). This reinforces the findings that employees are more inclined to buy into change when they perceive personal benefits and opportunities for self-improvement. Furthermore, job autonomy has been identified as a key driver of motivation and adaptability during organisational change. Employees who experience higher levels of autonomy are more likely to engage in proactive behaviours and view change as a catalyst for personal development (Nie et al., 2023). This supports the findings that when employees feel empowered and involved, they are more willing to embrace change and pursue growth opportunities. Recent perspectives on growth mindset further strengthen this argument. Organisations that promote a growth-oriented mindset are more likely to foster resilience and adaptive responses, enabling employees to view challenges as opportunities for development (Yeager & Dweck, 2020). Taken together with the findings, the literature suggests that leaders who effectively communicate the developmental potential of change can transform employee perceptions, shifting them from resistance to engagement. By crafting messages that emphasise growth, development, and shared success, leaders can create a culture in which change is not feared but embraced as a pathway to both individual and organisational advancement.

Recommendations

Based on the findings, the study recommends that organisations: Promote inclusive participation by involving employees in both strategic and operational decision-making processes. Strengthen transparent and continuous communication to reduce uncertainty and build alignment. Prioritise trust-building leadership practices, including authenticity, consistency, and openness. Focus on intrinsic motivation by aligning organisational change with employees’ personal growth and development. Reframe resistance as constructive feedback, using it to refine and improve change strategies. This study is subject to certain limitations. The use of a qualitative design and a relatively small sample of nine participants limits the generalisability of the findings. Additionally, the study is context-specific, and organisational dynamics may differ across industries and cultural settings. The reliance on self-reported data may also introduce subjective bias. Future studies could expand on this research by adopting mixed-methods or quantitative approaches to test the generalisability of these findings across larger populations. Comparative studies across industries or geographical contexts would provide further insights into how organisational environments influence employee buy-in. Additionally, future research could explore the role of emerging factors such as digital transformation and remote work in shaping employee commitment during organisational change.