Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change
By William H. Bommer, Gregory A. Rich, R. S. Rubin. 2005
506 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/715667e6dd04853fccbef31d0efecc9ed2854157
How researchers see this paper
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In Organizational Behavior and Human Resource Management
- A. Rafferty
- Alexandre J. S. Morin
- Arnold B. Bakker
- Marylène Gagné
- A. Armenakis
- Wilmar B. Schaufeli
- N. Jimmieson
- S. Restubog
In Social Psychology
- Alexandre J. S. Morin
- Wilmar B. Schaufeli
- Marylène Gagné
- John P. Meyer
- Arnold B. Bakker
- A. Armenakis
- Evangelia Demerouti
- N. Jimmieson
Citations in the corpus
- Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “With a few exceptions (Amiot et al., 2006; Axtell et al., 2002; Bommer et al., 2005; Fugate et al., 2002), most research on ACC has been cross-sectional, which severely limits causal inference.”
- Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “In the organizational change literature, a direct leader’s transformational leadership has been identified by many scholars as a crucial predictor of employees’ reactions to change (e.g., Bommer et al., 2005; Chou, 2013).”
- Transformational leadership, adaptability, and job crafting:the moderating role of organizational identification. (2017, background): “It was found that followers of transformational leaders have less intention to resist change (Oreg & Berson, 2011), less cynicism about change (Bommer, Rich, & Rubin, 2005), and more commitment to change (Herold et al., 2008).”
- Explaining adoption of mobile banking with the theory of trying, general self-confidence, and cynicism (2017, background): “Although cynicism received significant attention in explaining employees’ resistance to organizational changes, it is barely addressed in the realm of consumer behavior (Bommer et al., 2005; Brown et al., 2015).”
- Change Readiness (2013, background): “The prevalence of large-scale organizational changes can be seen in the 1,353 mass layoff actions involving 116,689 workers that occurred in October 2011 in the United States (Bureau of Labor Statistics, 2011). In addition, a 2011 survey of over 800 executives from around the world indicated that ha”
- Haunted by the Past: Effects of Poor Change Management History on Employee Attitudes and Turnover (2007, background): “Indeed, Bommer, Rich, and Rubin (2005) found that transformational leadership style (marked by relationship-oriented and inspirational leadership) was effective in reducing cynicism about organizational change.”
- Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership (2012, background): “We add that transformational leaders also instill confidence in followers that promotes the followers’ belief that they can effect change successfully (Bass 1985) and reduces cynicism about the change (Bommer et al. 2005).”