https://doi.org/10.1177/0021886320907423 The Journal of Applied Behavioral Science 1–21 © The Author(s) 2020 Article reuse guidelines: sagepub.com/journals-permissions DOI: 10.1177/0021886320907423 journals.sagepub.com/home/jabs Article Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative J. Kevin Ford 1 , Taylor K. Lauricella 1 , Jenna A. Van Fossen 1 , and Shawn J. Riley 1 Abstract Leader support is critical for organizational change, yet prior research has examined support as a static construct. Drawing on social learning and change momentum theories, we hypothesized that increases in perceptions of leadership support across the first 2 years of a change effort is related to employee perceptions of positive change at Time 2 and personal commitment to change and organizational citizenship behaviors at Time 3. To test this model, we collected data in 2012, 2013, and 2015 at a state wildlife agency undergoing a large-scale change effort. Across Time 1 and Time 2, perceptions of leader support of the change increased, and this shift was related to perceptions of positive internal and external changes. Changes in perceptions of leader support also indirectly predicted personal commitment to change and organizational citizenship behaviors, mediated by perceptions of positive internal and external changes. Findings substantiate the importance of continual leadership support. Keywords organizational change, leadership, change success Across industry and sector, a state of continual change is becoming the new normal for organizations (Brunetto & Teo, 2018; Worley & Mohrman, 2014). Historically, organiza- tional change occurred in waves, with periods of stability in between transformations. 1 Michigan State University, East Lansing, MI, USA Corresponding Author: J. Kevin Ford, Department of Psychology, Michigan State University, 315 Psychology Building, East Lansing, MI 48824, USA. Email: fordjk@msu.edu 907423JAB XX X 10.1177/0021886320907423The Journal of Applied Behavioral ScienceFord et al. research-article 2020