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This research develops a multilevel motivation model to examine the mediating effect of collective identity and change self-efficacy on the relationship between change leadership and employee commitment to change. Our model is empirically tested using data collected from 647 employees within 110 teams. The results show that in addition to the positive relationship between change leadership and employee commitment to change, collective identity at the group level and change self-efficacy at the individual level significantly mediate the positive relationship between change leadership and employee commitment to change. This paper rounds off with a discussion of limitations and contributions from theoretical and practical perspectives.