THE ROLE OF AFFECT AND LEADERSHIP DURING ORGANIZATIONAL CHANGE

By Myeong-gu Seo, M. Susan Taylor, N. Hill, Xiaomeng Zhang, Paul E. Tesluk, Natalia M. Lorinkova. 2012

163 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/be65a135d6f5c7de13e53535167638e6e9c0ce89

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, background): “Seo et al. (2012), in a multilevel longitudinal study by analysing responses from 906 employees and their 217 managers and supervisors, identified a psychological process in which leadership influences positive affect, then creates commitment to change, and then influences change-related behaviours…”
The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (2019, background): “Empirical investigations that have considered mechanisms that explain how transformational leaders influence employee behaviour during organizational change are particularly scarce (Chou, 2015; Seo et al., 2012).”
Frequent Change and Turnover Intention: The Moderating Role of Ethical Leadership (2016, background): “processes (e.g., Battilana et al. 2010; Seo et al. 2012); thus excluding the ethical aspect of leadership, particularly perceptions of ethical leadership which might provide new insights in the relationship between change and important outcomes, such as turnover intention.”
Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “Inother research, recipients’affective response to the change mediated the effect of leaders’ behavior on recipients’ commitment to change (Seo et al., 2012).”
The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success (2019, background): “More recently, Seo et al. (2012) found that transformational leadership was significantly associated with positive and negative employee affect, which were subsequently associated with behaviors that support implementation.”
Integrating emotions and affect in theories of management (2017, background): “…emotions are now being studied with regard to topics like strategy (AshtonJames & Ashkanasy, 2008; Hodgkinson & Healey, 2011; Huy, 2011), entrepreneurship (Cardon, Wincent, Singh, & Drnovsek, 2009; Shepherd, Wiklund, Haynie, 2009), and organizational change (Huy, 1999, 2002; Seo et al., 2012).”
Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “, 2016); however, others have found no correlation (Santhidran et al., 2013; Seo et al., 2012).”
The role of leader emotion management in leader–member exchange and follower outcomes (2016, background): “…alike consider the management of follower emotion, and negative emotion in particular, a fundamental leadership task (e.g., Ashkanasy, 2003; Dasborough & Ashkanasy, 2002; Humphrey, 2008; Huy, 2002; Sanchez-Burks & Huy 2009; Pescosolido, 2002; Seo et al., 2012; Toegel, Kilduff, & Anand, 2013).”