Organizational attitudes and behaviors as a function of participation in strategic and tactical change decisions: An application of path–goal theory

Abstract

Abstract Based upon path–goal theory of leadership, decision type (strategic versus tactical) was suggested as a moderator variable between employee participation in decision making (PDM) and work outcomes. A total of 249 respondents in five Israeli organizations undergoing planned changes, participated in the study. Results from four out of the five organizations revealed that participation in tactical rather than strategic decisions was a better predictor of an increase in change acceptance, work satisfaction, effectiveness, and time allotted to work. The stronger effects associated with tactics rather than strategy were found even if PDM expectations were included. Theoretical and practical implications of the results were discussed.