The remainder of this article is structured as follows:
in the first part the central concepts that are used in this
paper are clarified and three hypotheses are introduced
about the relationship between transformational leadership
and commitment to mission changes. The second
part provides an overview of the sample, data collection
and measures on which this study has been based. In the
third part, the findings that were derived from our
structural equation model are presented. The concluding
part is devoted to the main contributions and limitations
of this study and to suggestions for future research.