Turning change resistance into readiness: How change agents’ communication shapes recipient reactions

Endrejat, Paul C.; Klonek, Florian E.; Müller‐Frommeyer, Lena C.; Kauffeld, Simone

doi:10.1016/j.emj.2020.11.004

Cited by 25 publications

(31 citation statements)

References 62 publications

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“…Given that existing literature in change management has largely confined the function of leadership communication as an informational source (cf. Hill et al, 2012 ), this study joins an emerging line of evidence in acknowledging the motivational effect of leadership communication during change (e.g., Endrejat et al, 2020 ; Men et al, 2020 ).…”

Section: Discussionsupporting

confidence: 61%

“…Although we could find no direct tests of how leaders’ communication directly affects employees’ change commitment, some preliminary support can be gleaned from prior research. For instance, Endrejat et al (2020) found that employees displayed a readiness to change when change agents adopted an autonomy-supportive communication style. Examining executive leaders’ communication during change, Men et al (2020) reported a direct and positive path between leaders who communicated vision, passion, and care and employees’ openness to change.…”

Section: Literature Reviewmentioning

confidence: 99%

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Navigating change in the era of COVID-19: The role of top leaders’ charismatic rhetoric and employees’ organizational identification

Yue

2021

Public Relations Review

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The Novel Coronavirus (COVID-19) pandemic has had tremendous and swift effects on organizational change. This study examined how organizations can leverage leadership and employee resources to facilitate positive change outcomes. Drawing from the self-concept based motivational theory of charismatic leadership and substitutes for leadership theory, the current study proposed a theoretical model connecting top leaders’ charismatic rhetoric, employees’ affective commitment to change, and employees’ turnover intention. Furthermore, the study investigated contingencies that may modify the relationship between leadership communication and followers’ outcomes. Results from an online panel of 417 U.S. employees showed that top leaders’ use of charismatic rhetoric during change led to followers’ affective commitment to change, which decreased their turnover intention. Furthermore, employees’ organizational identification moderated this relationship. When employees have low identification with their organizations, top leaders’ charismatic rhetoric to address the immediate change is more needed.

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Section: Discussionsupporting

confidence: 61%

Section: Literature Reviewmentioning

confidence: 99%

Navigating change in the era of COVID-19: The role of top leaders’ charismatic rhetoric and employees’ organizational identification

Yue

2021

Public Relations Review

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“…Thus, employees’ cognitive and behavioral reactions influence their perceptions of organizational change (Borges & Quintas, 2020 ). Endrejat et al ( 2020 ) and Helpap ( 2016 ) argue that organizational communication reinforces employees’ positive perceptions of organizational change and affects their psychological mechanisms. Contrary to this, a negative awareness about organizational change causes psychological withdrawal or distancing from organization (Michela & Vena, 2012 ).…”

Section: Resultsmentioning

confidence: 99%

Reactions towards organizational change: a systematic literature review

et al. 2022

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Regardless of the prevalence and value of change initiatives in contemporary organizations, these often face resistance by employees. This resistance is the outcome of change recipients’ cognitive and behavioral reactions towards change. To better understand the causes and effects of reactions to change, a holistic view of prior research is needed. Accordingly, we provide a systematic literature review on this topic. We categorize extant research into four major and several subcategories: micro and macro reactions. We analyze the essential characteristics of the emerging field of change reactions along research issues and challenges, benefits of (even negative) reactions, managerial implications, and propose future research opportunities.

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“…Other leadership behaviors (e.g. personal recognition or autonomy-supportive communication; Endrejat et al , 2021) might be more important to stimulate extra-role behavior in situations of a low culture P-O fit.…”

Section: Discussionmentioning

confidence: 99%

When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation

Endrejat

2021

LODJ

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PurposeThis study, first, examines whether a low culture person–organization (P-O) fit reduces job satisfaction and organizational citizenship behavior (OCB). Second, the author investigates how an organization's current innovation culture affects employees' attitudes and behaviors. Third, the author focuses on the interplay between leadership and organizational culture by testing whether supervisors' intellectual stimulation can mitigate the negative effects of a low innovation culture.Design/methodology/approachData were collected via online questionnaires from 135 employees. Using the organizational culture assessment inventory, employees described their current and their preferred organizational culture and rated their supervisors' behavior.FindingsCurrent-preferred culture discrepancies and a low innovation culture were associated with lower job satisfaction. The negative effect of a low innovation culture on employees' satisfaction was moderated by supervisors' intellectual stimulation (i.e. employees working in a low innovation culture are more satisfied when they have a stimulating supervisor). If employees' preference regarding the desired culture differed from those of their colleagues, they reported less OCB. Intellectual stimulation exacerbated this effect.Research limitations/implicationsThe author relied on self-reported cross-sectional data.Practical implicationsActions are needed to ensure that the current culture and the preferred culture align and that employees agree on how the organizational culture should develop. Unless followers prefer different cultures than their colleagues, supervisors should show intellectual stimulation, especially in a culture whose norms do not support innovation.Originality/valueThe author emphasizes the positive consequences of a culture P-O fit and contributes to the much needed knowledge regarding the interplay between organizational culture and leadership behaviors on employees' attitudes and behaviors.

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Turning change resistance into readiness: How change agents’ communication shapes recipient reactions

Cited by 25 publications

References 62 publications

Navigating change in the era of COVID-19: The role of top leaders’ charismatic rhetoric and employees’ organizational identification

Navigating change in the era of COVID-19: The role of top leaders’ charismatic rhetoric and employees’ organizational identification

Reactions towards organizational change: a systematic literature review

When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation

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