Matchmaking in organizational change: Does every employee value participatory leadership? An empirical study

Sofie Rogiest*, Jesse Segers, Arjen van Witteloostuijn

*Corresponding author for this work

Research output: Contribution to JournalArticleAcademicpeer-review

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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 languageEnglish
Pages (from-to)1-8
Number of pages8
JournalScandinavian Journal of Management
Volume34
Issue number1
Early online date20 Nov 2017
DOIs
Publication statusPublished - Mar 2018
Externally publishedYes

Keywords

  • Affective commitment to change
  • Followership
  • Organizational change
  • Orientation toward leadership
  • Participative leadership

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