The effect of change leadership on employee attitudinal support for planned organizational change

Gechinti Bede Onyeneke · Tomokazu Abe

74 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

Purpose The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change. Design/methodology/approach Using a non-experimental quantitative research design, and a self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant change. Data analysis was by structural equation modeling (SEM). Findings Change leadership behaviors bearing on; visioning, communication, participation, support and concern for change participants' interests were found to be of significant importance in ensuring employee buy-in and support for planned change efforts. Although change leadership had no direct effect on employees' behavioral intentions to support change, it was strongly related to employee cognitive appraisal of change. The relationship between change leadership and employee behavioral intentions to support planned change was serially mediated by employee cognitive appraisal and emotional response toward the planned change event. Practical implications In appraising planned organizational change efforts, managers tend to focus on employee behaviors toward the change instead of conditions that drive such behaviors. This study underscores the need to focus on employee attitudes as precursors to desired behavior toward change. Originality/value Prior research suggests that change leadership behaviors affect employee attitudinal reactions to change but yet lacked empirical validation. By applying a multidimensional approach to attitude and investigating its hierarchy of effects, this study enhanced our accuracy in explaining the influence change leadership has on employee attitudinal support for change.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1999ORGANIZATIONAL CHANGE AND DEVELOPMENT 2000Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change 2002Commitment to organizational change: Extension of a three-component model.1999Organizational Change: A Review of Theory and Research in the 1990s 2000Predictors and outcomes of openness to changes in a reorganizing workplace.2001Cracking the code of change.2002Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers

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