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

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  • Wisanupong Potipiroon
  • Worasan Thawornprasert

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.

Suggested Citation

  • Wisanupong Potipiroon & Worasan Thawornprasert, 2025. "The trickle-down effect of mayors’ and administrators’ change leadership on employees’ change-supportive behaviour during COVID-19: The importance of local root similarity," Public Management Review, Taylor & Francis Journals, vol. 27(1), pages 163-182, January.
    • Handle: RePEc:taf:rpxmxx:v:27:y:2025:i:1:p:163-182
    DOI: 10.1080/14719037.2023.2237960
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