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Article
Publication date: 22 February 2021

Gechinti Bede Onyeneke and Tomokazu Abe

The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.

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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.

Details

Journal of Organizational Change Management, vol. 34 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 5 November 2021

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

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Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Analysis showed that of the three hypothesized direct effects from change leadership, only the path from change leadership behaviors to cognitive appraisal (H1a) was statistically significant.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest , vol. 30 no. 1
Type: Research Article
ISSN: 0967-0734

Keywords

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