LEADERSHIP AND EMPLOYEES’ REACTIONS TO CHANGE: THE ROLE OF LEADERS’ PERSONAL ATTRIBUTES AND TRANSFORMATIONAL LEADERSHIP STYLE

By Shaul Oreg, Yair Berson. 2011

300 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b5fa23133fe41e6d9c9b6b3546e23ce9cce06c96

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Citations in the corpus

Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “The successful management of change is essential if organisations are to survive and succeed in dynamic and unpredictable environments (Dawson, 1991; Kotter and Schlesinger, 1979; Oreg and Berson, 2011; Peccei et al., 2011; Pieterse et al., 2012).”
Transformational leadership, adaptability, and job crafting:the moderating role of organizational identification. (2017, background): “As transformational leaders communicate a compelling vision and challenge the status quo, employees are expected to be more ﬂ exible and open to change (Herold, Fedor, Caldwell, & Liu, 2008; Oreg & Berson, 2011).”
Values at Work: The Impact of Personal Values in Organisations (2019, background): “Oreg and Berson (2011) studied public schools in Israel during a governmental initiative for an organisational reform.”
When Is Empowerment Effective? The Role of Leader-Leader Exchange in Empowering Leadership, Cynicism, and Time Theft (2017, background): “Empowering leadership is a promising strategy for leaders to positively shape employee attitudes and behaviors, including cynicism (Huy, 2002; Oreg & Berson, 2011).”
Gossip in the workplace and the implications for HR management: a study of gossip and its relationship to employee cynicism (2015, background): “To begin with, recent studies indicate that cynicism is one of the most significant factors in organisational performance (Kuo, 2010; Oreg & Berson, 2011).”
The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success (2019, background): “…contexts, including the implementation of a manufacturing resource–planning package (Klein, Conn, & Sorra, 2001), restructuring of a school district (Oreg & Berson, 2011), changing management information systems in decision support systems workers (Barki & Huff, 1985), and the implementation of…”
I can do it, so can you: The role of leader creative self-efficacy in facilitating follower creativity (2016, background): “This sequence is in line with the findings obtained in the studies examining the effects of leader attributes on follower outcomes (Oreg & Berson, 2011).”
Change Readiness (2013, background): “Research in the change field has emphasized the role of transformational and charismatic leadership in periods of change (e.g., Herold, Caldwell, & Liu, 2008; Oreg & Berson, 2011).”
Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “In one study, transformational leadership moderated the effect of dispositional resistance to change on employees’ intentions to resist a large-scale organizational reform, such that the relationship was weaker among subordinates of transformational leaders (Oreg & Berson, 2011).”
The impact of feedback from job and task autonomy in the relationship between dispositional resistance to change and innovative work behaviour (2013, background): “Building on this assumption, Oreg and Berson (2011) recently showed that the positive relationship between employees’ dispositional resistance to change and resistance intentions was moderated by transformational leadership, so that individuals who were high in dispositional resistance to change…”
Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “Most studies use a cross-sectional designs, inviting employees to report both their perceived transformational leadership and their reactions to organizational change at the same time (e.g., Abrell-Vogel & Rowold, 2014; Oreg & Berson, 2011; van der Voet, 2016).”
The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (2019, background): “One way to influence employees’ motivation and behaviour during change is through transformational leadership (Oreg & Berson, 2011), which has been shown to affect employees’ attitudes towards and readiness to change positively (Bommer, Rich, & Rubin, 2005; Herrmann, Felfe, & Hardt, 2012) and to…”