Abstract
Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be contingent on employees’ orientation toward leadership. In our empirical study in two police organizations, we find evidence that followers’ orientation toward leadership is a useful interacting variable. Participative leadership lowers affective commitment to change for individuals with high dominance orientation. In contrast, participative leadership increases affective commitment to change for employees with high development orientation toward leadership. Implications for theory and practice are discussed.
Original language | English |
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Pages (from-to) | 1-8 |
Number of pages | 8 |
Journal | Scandinavian Journal of Management |
Volume | 34 |
Issue number | 1 |
Early online date | 20 Nov 2017 |
DOIs | |
Publication status | Published - Mar 2018 |
Externally published | Yes |
Funding
This work was supported by the European Commission as part of FP7 in the context of the COMPOSITE project [contract number 241918].
Funders | Funder number |
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Seventh Framework Programme | 241918 |
European Commission |
Keywords
- Affective commitment to change
- Followership
- Organizational change
- Orientation toward leadership
- Participative leadership