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This study developed and tested a model of job uncertainty for survivors and victims of downsizing. Data were collected from three samples of employees in a public hospital, each representing three phases of the downsizing process: immediately before the announcement of the redeployment of staff, during the implementation of the downsizing, and towards the end of the official change programme. As predicted, levels of job uncertainty and personal control had a direct relationship with emotional exhaustion and job satisfaction. In addition, there was evidence to suggest that personal control mediated the relationship between job uncertainty and employee adjustment, a pattern of results that varied across each of the three phases of the change event. From the perspective of the organization’s overall climate, it was found that levels of job uncertainty, personal control and job satisfaction improved and/or stabilized over the downsizing process. During the implementation phase, survivors experienced higher levels of personal control than victims, but both groups of employees reported similar levels of job uncertainty. We discuss the implications of our results for strategically managing uncertainty during and after organizational change.

Purpose-The purpose of this paper is to add to the understanding of how transformational leaders influence R&D team outcomes around being more innovative. In particular, the study aims to focus on the role of group identification in mediating innovative outcomes. Design/methodology/approach-In total, 104 participants in a large Australian R&D organization were surveyed twice during a 12 month period of major restructuring and change. These matched respondents came from 29 different teams. Findings-Results revealed that group identification and perceived support for creativity exerted equal independent effects in fully mediating the relationship between transformational leadership and team innovation. Research limitations/implications-The potential for leadership to influence innovation through identification raises interesting alternative possibilities. Future research may generate new insights by investigating alternative samples, leadership styles or using qualitative methods. Practical implications-Findings point to how a more transformational style of leadership influences team climate and identification, and in turn innovation in the context of scientific R&D teams. Such styles do produce better outcomes, both for the organization around more innovative products and processes, but also for team members who engage in more creative team environments. Originality/value-These findings add to the conceptual understanding of processes through which transformational styles of leadership promote innovation, and highlight the benefits gained by promoting more transformational styles of leadership to generate more innovative outcomes from teams and employees.

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