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

Sofie Rogiest, Jesse Segers and Arjen van Witteloostuijn

Scandinavian Journal of Management, 2018, vol. 34, issue 1, 1-8

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.

Keywords: Organizational change; Participative leadership; Orientation toward leadership; Affective commitment to change; Followership (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (4)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:scaman:v:34:y:2018:i:1:p:1-8

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DOI: 10.1016/j.scaman.2017.05.003

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