Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change

TLDR

Using longitudinal data from 372 employees collected nine months apart, this study examines individual‑level change within an organizational setting, grounded in social learning theory and communication research. The study tests whether six transformational leader behaviors influence employees’ cynicism about organizational change. The authors operationalized the six behaviors, hypothesized their effect on cynicism, and discuss ethical use and future research directions. Transformational leader behaviors were linked to lower employee cynicism, with evidence supporting a causal reduction. © 2005 John Wiley & Sons, Ltd.

Abstract

Abstract Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual‐level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational leader behaviors, and then hypothesized to influence employees' cynicism about organizational change (CAOC). A combination of social learning theory, and communication research served as the theoretical rationale to explain transformational leadership's hypothesized effects. As posited, transformational leader behaviors (TLB) generally were associated with lower employee CAOC. Further, the direction of causality was consistent in suggesting that the TLB reduced employee CAOC. A discussion concerning the ethical use of TLBs and recommendations for future research are provided. Copyright © 2005 John Wiley & Sons, Ltd.