Work relations as a precursor to a psychological climate for change

Pamela Tierney

108 citations0/0 files storedJournal of Organizational Change Management

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Organizational Change and Leadership Job Satisfaction and Organizational Behavior Organizational Management and Change

Abstract

The current study focuses the impact of leadership and teams on employees’ psychological climate for change. Integrating streams of research from the change, organizational climate, leader‐member exchange (LMX), and group dynamics literature, the paper proposes that supervisors and teams will shape employees’ climate perceptions as a function of the relationship quality employees experience with these two social units. The impact of the supervisor’s and team’s personal view of the climate, as well as the dyadic quality‐supervisor climate view interaction, and team relations quality‐team climate view interaction were also examined. Results support a main effect for LMX, team relation quality, and team climate view on employee psychological climate for change. In addition, results revealed a multiplicative effect for LMX and supervisor climate view. Overall, the findings suggest that both types of work relationships employees share may serve as potential mechanisms for transforming employees toward change.

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References

1971Symbolic Interactionism: Perspective and Method.1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1978A Social Information Processing Approach to Job Attitudes and Task Design 1998The Experience and Evolution of Trust: Implications for Cooperation and Teamwork 1987Toward a psychology of dyadic organizing.1969Motivation and Organizational Climate 1985Employee and customer perceptions of service in banks: Replication and extension.1983ON THE ETIOLOGY OF CLIMATES

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