Leadership Style and the Process of Organisational Change
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Leadership Style and the Process of Organisational Change. / Holten, Ann-Louise; Brenner, Sten Olof.
I: Leadership and Organization Development Journal, Bind 36, Nr. 1, 2015, s. 2-16.Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › fagfællebedømt
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TY - JOUR
T1 - Leadership Style and the Process of Organisational Change
AU - Holten, Ann-Louise
AU - Brenner, Sten Olof
PY - 2015
Y1 - 2015
N2 - Purpose — This paper aims to identify processes which may contribute to followers’ positivereactions to change. By focusing on the relationship between change antecedents and explicitreactions, we investigate the direct and indirect relationships between leadership styles(transformational and transactional) and followers’ appraisal of change through managerengagement.Design/methodology/approach — Using data from a longitudinal survey among 351 followers intwo Danish organizations, our study tracked the planned implementation of team organization attwo different times. Data were analyzed using structural equation modeling.Findings — Transformational and transactional leadership styles were positively related to theengagement of managers. Managers’ engagement was associated with followers’ appraisal ofchange. The two leadership styles also had a direct, long-term effect on followers’ change appraisal;positive for transformational leadership and negative for transactional leadership.Practical implications — Our results have potential implications for change management, asfollowers’ change appraisal may be improved by developing managers’ leadership style andengagement.Originality/value — This is the first study to provide longitudinal evidence of the direct andindirect effects of leadership styles on followers’ change appraisal.
AB - Purpose — This paper aims to identify processes which may contribute to followers’ positivereactions to change. By focusing on the relationship between change antecedents and explicitreactions, we investigate the direct and indirect relationships between leadership styles(transformational and transactional) and followers’ appraisal of change through managerengagement.Design/methodology/approach — Using data from a longitudinal survey among 351 followers intwo Danish organizations, our study tracked the planned implementation of team organization attwo different times. Data were analyzed using structural equation modeling.Findings — Transformational and transactional leadership styles were positively related to theengagement of managers. Managers’ engagement was associated with followers’ appraisal ofchange. The two leadership styles also had a direct, long-term effect on followers’ change appraisal;positive for transformational leadership and negative for transactional leadership.Practical implications — Our results have potential implications for change management, asfollowers’ change appraisal may be improved by developing managers’ leadership style andengagement.Originality/value — This is the first study to provide longitudinal evidence of the direct andindirect effects of leadership styles on followers’ change appraisal.
U2 - 10.1108/LODJ-11-2012-0155
DO - 10.1108/LODJ-11-2012-0155
M3 - Journal article
VL - 36
SP - 2
EP - 16
JO - Leadership and Organization Development Journal
JF - Leadership and Organization Development Journal
SN - 0143-7739
IS - 1
ER -
ID: 117781098