Our transformational leader might be replaced, we are extremely stressed out!

Dorine Maurice Mattar

Management Research Review, 2019, vol. 43, issue 5, 625-644

Abstract: Purpose - This study aims to tackle employees’ stress and emotions in periods of changes in leadership positions, especially if the leader to be replaced is previously found to be transformational. Design/methodology/approach - Qualitative data are collected from WhatsApp conversations between different subordinates, hours around the declaration of the appointment decision. Data presentation includes messages exchanged, as well as photos, emojis and voice notes. Findings - The participants’ messages reflected their stress. They are drained, desperate and praying God so their transformational leader is reappointed. Fear and sadness are the two types of emotion experienced by employees during the anticipation and confirmation stages of the change process, respectively. The emotional contagion among subordinates is revealed in the way the messages and the replies are very close in content. Research limitations/implications - The low number of participants makes the results obtained specific to the case itself. However, this study triggers future research addressing same research propositions under different leadership styles and in different cultures. Originality/value - The value of this research lies in the topic addressed, as no literature is found discussing employees stress in periods of change in a transformational leadership position, specifically. Moreover, its originality lies in the method of data collection which depicts the participants’ live and real feelings and emotions on that moment.

Keywords: Transformational leadership; Leadership succession; Followers’ stress; Followers’ emotion; Emotional contagion; Organisational change; Anticipation stage; Confirmation stage (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:mrr-02-2019-0057

DOI: 10.1108/MRR-02-2019-0057

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