LAUSR

State-owned/public organisations are faced with challenges to be effective, efficient and robust. Consequently, they have conducted many change programs to develop their organisations. Meanwhile, previous studies showed that many planned change programs failed, and one of the reasons is due to the low supports and commitment to change from the employees. This paper aims to analyse the role of change leadership on affective commitment to change, through psychological empowerment and organisational trust as mediators. This study is using the theory of commitment to change leadership; psychological empowerment and organisational trust. The research was conducted at two state owned organisations, which have undergone an organisational change. Data were gathered from 539 respondents using questionnaires for data collection, and SEM used for data analysis. The results showed that psychological empowerment and organisational trust as full mediators for the relationship between change leadership and affective commitment to change.