Leader communication style and affective commitment to change in Metro Manila-based startups: leader–member exchange as mediator

INTRODUCTION: Possessing the potential to drive the economy in the post-pandemic world, startups, especially those established in countries with younger ecosystems like the Philippines, are eagerly supported with the intention to aid their growth and success. However, as startups maneuver within uncertain business environments, their internal structures become constantly subjected to numerous organizational changes which pose as obstacles that they must overcome to be able to continuously grow, survive, and eventually succeed. To champion through these changes, the role of leader communication in change management within startups has been extensively studied by scholars. However, leader communication approaches and employee behaviors under the specific context of change remain largely underexplored. OBJECTIVE: To fill this research gap, this study sought to determine the mediating role of leader–member exchange (LMX) on the relationship between leader communication style (LCS) dimensions and employees’ affective commitment to change (ACC) in Metro Manila-based startups. METHODOLOGY: A quantitative approach was employed with the participation of 69 employees from various Metro Manila-based startups. RESULTS: Data analyses established a communication style profile for startup leaders, which comprised a contrasting combination of a rigid straightforward communication style (i.e. Preciseness) together with two transformative communication styles that promote employee participation (i.e. Expressiveness) and encourage two-way dialogues between leaders and employees (i.e. Questioningness). SEM analyses also found that LMX mediated the relationships between ACC and four LCS dimensions: Preciseness, and more interestingly, all negative communication styles (i.e. Verbal Aggressiveness, Emotionality, and Impression Manipulativeness), implying that abusive leader communication behaviors are negative individual-level LMX antecedents that affect LMX quality more considerably than supportive behaviors during change implementations. CONCLUSION: Overall, these findings suggest that effective leader communication practices and high-quality social exchange relationships are crucial in fostering positive employee attitudes during times of change within organizations situated in turbulent business environments.