Mechanisms of vision communication and employees’ change-supportive behavior from the perspective of expectancy theory

While vision communication is widely recognized as beneficial, some studies suggest its effects may be limited or even adverse. Therefore, this paper explores the mechanisms and conditions conducive to effective vision communication. Drawing on Expectancy Theory, we develop a moderated mediation model to investigate how vision communication influences change-supportive behavior. Using survey data from 279 employees, we find that vision communication shapes employees’ change-supportive behavior by influencing their change outcome expectations. Moreover, perceived work uncertainty during organizational change positively moderates the relationship between vision communication and change outcome expectations, thereby strengthening the mediating effect. This research highlights the crucial role of employees’ work context in determining the effectiveness of leaders’ vision communication. It makes important contributions to the literature on transformational leadership and the role of uncertainty in shaping strategic behavior in firms.