The trickle-down effect of mayors’ and administrators’ change leadership on employees’ change-supportive behaviour during COVID-19: The importance of local root similarity

Wisanupong Potipiroon and Worasan Thawornprasert

Public Management Review, 2025, vol. 27, issue 1, 163-182

Abstract: Despite extensive studies on change leadership, there is a lack of research on its multilevel nature especially in the hierarchical context of local governance. We situate our research in the context of change during COVID-19 to examine whether mayors’ change leadership has a trickle-down effect on employees’ change-supportive behaviour via the change leadership role of chief administrative officers (CAOs). We also ask whether this trickle-down effect depends on whether mayors, CAOs and employees share their local roots (i.e. local root similarity). Multi-source data were collected from 79 CAOs and 758 employees in Thailand. The proposed hypotheses were generally supported.

Date: 2025
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DOI: 10.1080/14719037.2023.2237960

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