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This study assessed the mediating effect of commitment to change on the relationship between transformational leadership and the organizational behavior of teachers in Davao City. The research design employed in this study is a quantitative, non-experimental, correlational research design with adopted instruments from Fedor, Caldwell, & Herold (2006) Commitment to Change Scale, Avolio & Bass (2004) Transformational Leadership Scale, and Bateman & Crant (1993) Organizational Behavior Scale. The researchers selected 183 teachers as respondents through proportional quota sampling. The researchers used mean, Pearson-product moment correlation, and Path Analysis to analyze the data. The findings revealed that the levels of transformational leadership, organizational behavior, and commitment to change are evident among teachers in Davao City. Moreover, the researchers found that there is a significant relationship between transformational leadership and commitment to change (p-value=.001), commitment to change and organizational behavior (p-value=.000), and transformational leadership and organizational behavior (p-value=.004). Furthermore, the results showed a partial mediation of commitment to change in the relationship between transformational leadership and organizational behavior. With these findings, the researchers recommend that further investigation should be undertaken to understand the dynamics between commitment to change, transformational leadership, and organizational behavior among teachers. Also, the researchers recommend exploring the leadership styles, practices, and challenges faced by school heads in promoting a culture of change within educational institutions and examining the specific leadership styles employed by the school head that could potentially impact the teachers’ commitment to change and organizational behavior.
Santos et al. (Wed,) studied this question.