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

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  • Rogiest, Sofie
  • Segers, Jesse
  • van Witteloostuijn, Arjen

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.

Suggested Citation

  • Rogiest, Sofie & Segers, Jesse & van Witteloostuijn, Arjen, 2018. "Matchmaking in organizational change: Does every employee value participatory leadership? An empirical study," Scandinavian Journal of Management, Elsevier, vol. 34(1), pages 1-8.
    • Handle: RePEc:eee:scaman:v:34:y:2018:i:1:p:1-8
    DOI: 10.1016/j.scaman.2017.05.003
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    References listed on IDEAS

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    1. Donde P. Ashmos & Dennis Duchon & Reuben R. McDaniel, Jr & John W. Huonker, 2002. "What a Mess! Participation as a Simple Managerial Rule to ‘Complexify’ Organizations," Journal of Management Studies, Wiley Blackwell, vol. 39(2), pages 189-206, March.
    2. Blom, Martin & Alvesson, Mats, 2014. "Leadership On Demand: Followers as initiators and inhibitors of managerial leadership," Scandinavian Journal of Management, Elsevier, vol. 30(3), pages 344-357.
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    4. N. Sharon Hill & Myeong-Gu Seo & Jae Hyeung Kang & M. Susan Taylor, 2012. "Building Employee Commitment to Change Across Organizational Levels: The Influence of Hierarchical Distance and Direct Managers' Transformational Leadership," Organization Science, INFORMS, vol. 23(3), pages 758-777, June.
    5. Schweizer, Lars & Patzelt, Holger, 2012. "Employee commitment in the post-acquisition integration process: The effect of integration speed and leadership," Scandinavian Journal of Management, Elsevier, vol. 28(4), pages 298-310.
    6. Karl E. Weick & Kathleen M. Sutcliffe & David Obstfeld, 2005. "Organizing and the Process of Sensemaking," Organization Science, INFORMS, vol. 16(4), pages 409-421, August.
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    Cited by:

    1. Duru Sahyar Akdemi & Aytul Ayse Cengi, 2021. "An Explorative Study Regarding Women Muhtars’ Profession and Role Perceptions," Journal of Social Policy Conferences, Istanbul University, Faculty of Economics, vol. 0(81), pages 421-449, December.
    2. Rama Krishna Gupta Potnuru & Rohini Sharma & Chandan Kumar Sahoo, 2023. "Employee Voice, Employee Involvement, and Organizational Change Readiness: Mediating Role of Commitment-to-Change and Moderating Role of Transformational Leadership," Business Perspectives and Research, , vol. 11(3), pages 355-371, September.
    3. Syeda Umaima Riaz & Syed Adeel Hussain Shah & Mariam Shahid, 2023. "The Impact of Team Effectiveness, Affective Commitment, Opportunity, Fair Treatment, and Job Involvement on Participative Leadership," Journal of Policy Research (JPR), Research Foundation for Humanity (RFH), vol. 9(2), pages 371-381.
    4. Cai-Hui Veronica Lin & Jian-Min James Sun, 2018. "Chinese employees’ leadership preferences and the relationship with power distance orientation and core self-evaluation," Frontiers of Business Research in China, Springer, vol. 12(1), pages 1-22, December.

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