Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative

Abstract

Leader support is critical for organizational change, yet prior research has examined support as a static construct. Drawing on social learning and change momentum theories, we hypothesized that increases in perceptions of leadership support across the first 2 years of a change effort is related to employee perceptions of positive change at Time 2 and personal commitment to change and organizational citizenship behaviors at Time 3. To test this model, we collected data in 2012, 2013, and 2015 at a state wildlife agency undergoing a large-scale change effort. Across Time 1 and Time 2, perceptions of leader support of the change increased, and this shift was related to perceptions of positive internal and external changes. Changes in perceptions of leader support also indirectly predicted personal commitment to change and organizational citizenship behaviors, mediated by perceptions of positive internal and external changes. Findings substantiate the importance of continual leadership support.

Enhancing Researcher Reflexivity About the Influence of Leading Questions in Interviews

“…Adopting a reflexive approach has been advocated broadly for researchers (Cassell et al, 2009). We suggest that considering the influence of interviewer questions may be of particular interest to qualitative research about the subjective nature of organizational development and change—the topic focus of JABS—for example, mindset (Maxton & Bushe, 2018), resilience (Gover & Duxbury, 2018), sensemaking (Sharma & Good, 2013), identity (Akram, 2013; Foldy, 2012; Kram et al, 2012), commitment to change (Ford et al, 2020), intrinsic motivation (Auger & Woodman, 2016), cultural competence (Foldy & Buckley, 2017), and psychological contracts (Sverdrup & Schei, 2015).…”

“…Interviewing remains the most common qualitative method of data collection, reflected in a substantial literature including numerous handbooks on interviewing (Alvesson, 2003; Gubrium & Holstein, 2011) as well as critical appraisals (Langley & Meziani, 2020). Around a third (78) of the research articles published in this journal between 2011 and 2021 have used interviewing; for example, sensemaking (Chreim & Tafaghod, 2012), metaphors of change agency (Cassell & Lee, 2012), identity (Foldy, 2012; Jacobs et al, 2013), different facets of change (Ford et al, 2020), and change leaders’ behavior (Higgs & Rowland, 2011). Furthermore, interviews are not only confined to studies that use them for data collection, they are the basis for theorizing for example Schein's sociopsychological model about change (Coghlan, 2021) and they are also used to understand and scope the research context as a precursor to studies that use surveys (Coruzzi, 2020).…”

“Everything Will Be Fine”: A Study on the Relationship between Employees’ Perception of Sustainable HRM Practices and Positive Organizational Behavior during COVID19

“…In line with recent studies, results suggest that when employees perceive positive changes occurring in their organization, they tend to feel more committed to change and consequently engage in efforts and behaviors that might concretely sustain change. Specifically, a positive perception of change might increase energy feelings around change, therefore inspiring employees to be more committed and engaged [68,[115][116][117].…”

Does the End Justify the Means? The Role of Organizational Communication among Work-from-Home Employees during the COVID-19 Pandemic

“…Accordingly, the way in which the organization communicates with and supports employees in approaching change, has a direct impact on the attitudes and strategies they use to address this process. When workers recognize that a change could be positive for the organization, they are inclined to support it with committed behaviors and positive energy [ 4 , 5 , 6 ]. Especially during times like the current one, characterized by the pandemic and by its direct consequences, careful attention to the development and management of human resource practices is vital to convey support, encouragement, and job security to all employees [ 3 ].…”