Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change

Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual-level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational leader behavi...

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Bibliographic Details
Published in:	Journal of organizational behavior 2005-11, Vol.26 (7), p.733-753
Main Authors:	Bommer, William H., Rich, Gregory A., Rubin, Robert S.
Format:	Article
Language:	eng
Subjects:	Applied psychology Attitudes Behavior Business management Conceptualization Correlation analysis Cynicism Employee attitude Employee supervision Employees Leaders Leadership Organizational Change Psychological attitudes Statistical variance Studies Transformational Leadership Visual perception
Online Access:	Get full text
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Summary:	Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual-level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational leader behaviors, and then hypothesized to influence employees' cynicism about organizational change (CAOC). A combination of social learning theory, and communication research served as the theoretical rationale to explain transformational leadership's hypothesized effects. As posited, transformational leader behaviors (TLB) generally were associated with lower employee CAOC. Further, the direction of causality was consistent in suggesting that the TLB reduced employee CAOC. A discussion concerning the ethical use of TLBs and recommendations for future research are provided.
ISSN:	0894-3796 1099-1379