Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-cd9895bd7-dk4vv Total loading time: 0 Render date: 2024-12-29T03:15:27.889Z Has data issue: false hasContentIssue false

Part V - The Process of Change Leadership

Published online by Cambridge University Press:  28 September 2023

Edited by
Shaul Oreg ,
Alexandra Michel  and
Rune Todnem By
Shaul Oreg
Affiliation:
Hebrew University of Jerusalem
Alexandra Michel
Affiliation:
Universität Heidelberg
Rune Todnem By
Affiliation:
Universitet i Stavanger, Norway
Get access

Summary

A summary is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
The Psychology of Organizational Change
New Insights on the Antecedents and Consequences of Individuals' Responses to Change
 , pp. 235 - 288
Publisher: Cambridge University Press
Print publication year: 2023

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

References

Abrell-Vogel, C., & Rowold, J. (2014). Leaders’ commitment to change and their effectiveness in change: A multilevel investigation. Journal of Organizational Change Management, 27(6), 900–921.Google Scholar
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18.Google Scholar
Amundsen, S., & Martinsen, Ø. L. (2014). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. The Leadership Quarterly, 25(3), 487–511.Google Scholar
Armenakis, A. & Harris, S. (2009) Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(2), 127–142.Google Scholar
Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire (MLQ), vol. 29. Palo Alto, CA: Mind Garden.Google Scholar
Axtell, C., Wall, T., Stride, C., Pepper, K., Clegg, C., Gardner, P., & Bolden, R. (2002). Familiarity breeds content: The impact of exposure to change on employee openness and well-being. Journal of Occupational and Organizational Psychology, 75, 217–231.Google Scholar
Bakari, H., Hunjra, A. I., Jaros, S., & Khoso, I. (2019). Moderating role of cynicism about organizational change between authentic leadership and commitment to change in Pakistani public sector hospitals. Leadership in Health Services, 32(3), 387–404.Google Scholar
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of theory of planned behavior and Lewin’s three step model. Journal of Change Management, 17(2), 155–187.CrossRefGoogle Scholar
Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81(6), 827–832.Google Scholar
Baruch, Y. (1998). The rise and fall of organizational commitment. Human Systems Management, 17, 135–143.CrossRefGoogle Scholar
Bass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26–40.Google Scholar
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.Google Scholar
Bayraktar, S., & Jiménez, A. (2020), Self-efficacy as a resource: A moderated mediation model of transformational leadership, extent of change and reactions to change. Journal of Organizational Change Management, 33(2), 301–317.Google Scholar
Bayraktar, S., & Kabasakal, H. (2022). Crafting a change message and delivering it with success: An experimental study. The Journal of Applied Behavioral Science, 58(7), 97–119.Google Scholar
Becker, H. S. (1960). Notes on the concept of commitment. American Journal of Sociology, 66(1), 32–42.CrossRefGoogle Scholar
Beer, M. (1980). Organization change and development: A systems view. Santa Monica, CA: Goodyear.Google Scholar
Bennis, W. (2000). Leadership of change. In Beer, M. & Nohria, N. (eds.), Breaking the code of change (pp. 113–121). Boston: Harvard Business School Press.Google Scholar
Bliese, P. D., Maltarich, M. A., & Hendricks, J. L. (2018). Back to basics with mixed-effects models: Nine take-away points. Journal of Business and Psychology, 33(1), 1–23.Google Scholar
Bouckenooghe, D., Schwarz, G. M., & Minbashian, A. (2015). Herscovitch and Meyer’s three-component model of commitment to change: Meta-analytic findings. European Journal of Work and Organizational Psychology, 24(4), 578–595.Google Scholar
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616.CrossRefGoogle Scholar
Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. The Academy of Management Review, 12(4), 637–647.Google Scholar
Conner, D. R. (1993). Managing at the speed of change: How resilient managers succeed and prosper where others fail. New York: Villard Books.Google Scholar
Conner, D. R., & Patterson, R. W. (1982). Building commitment to organizational change. Training and Development Journal, 36(1), 18–30.Google Scholar
Dung, L. T., & Van Hai, P. (2020). The effects of transformational leadership and job satisfaction on commitment to organizational change: A three-component model extension approach. The South Asian Journal of Management, 14(1), 106–123.Google Scholar
Eby, L. T., Adams, D. M., Russell, J. E. A., & Gaby, S. H. (2000). Perceptions of organizational readiness for change: Factors related to employees’ reactions to the implementation of team-based selling. Human Relations, 53, 419–442.Google Scholar
Eisenberger, R., Karagonlar, G., Stinglhamber, F., Neves, P., Becker, T. E., Gonzalez-Morales, M. G., & Steiger-Mueller, M. (2010). Leader–member exchange and affective organizational commitment: The contribution of supervisor’s organizational embodiment. Journal of Applied Psychology, 95(6), 1085–1103.Google Scholar
Epitropaki, O., & Martin, R. (2005). From Ideal to Real: A Longitudinal Study of the Role of Implicit Leadership Theories on Leader-Member Exchanges and Employee Outcomes. Journal of Applied Psychology, 90(4), 659–676.Google Scholar
Etzioni, A. (1961). A comparative analysis of complex organizations, New York: Free Press.Google Scholar
Faupel, S., & Helpap, S. (2021). Top management’s communication and employees’ commitment to change: The role of perceived procedural fairness and past change experience. The Journal of Applied Behavioral Science, 57(2), 204–232.Google Scholar
Fiedler, F. E. (1976). The leadership game: Matching the man to the situation. Organizational Dynamics, 4(3), 6–16.CrossRefGoogle Scholar
Fleishman, E. A., & Harris, E. F. (1962). Patterns of leadership behavior related to employee grievances and turnover. Personnel Psychology, 15, 43–56.Google Scholar
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120–1145.Google Scholar
Guerrero, J. M., Teng-Calleja, M., & Hechanova, M. R. M. (2018). Implicit change leadership schemas, perceived effective change management, and teachers’ commitment to change in secondary schools in the Philippines. Asia Pacific Education Review, 19(3), 375–387.Google Scholar
Hannah, S. T., Sumanth, J. J., Lester, P., & Cavarretta, F. (2014). Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of the newer genre leadership theories. Journal of Organizational Behavior, 35, 598–621.Google Scholar
Harrison, R., Chaun, A., Mingashian, A., McMullan, R., & Schwarz, G. (2022). Is gaining affective commitment the missing strategy for successful management in healthcare? Journal of Healthcare Leadership, 14, 1–4.Google Scholar
Hechanova, M. R. M., Caringal-Go, J. F., & Magsaysay, J. F. (2018). Implicit change leadership, change management, and affective commitment to change: Comparing academic institutions vs business enterprises. Leadership & Organization Development Journal, 39(7), 914–925.Google Scholar
Helpap, S. (2016). The impact of power distance orientation on recipients’ reactions to participatory versus programmatic change communication. The Journal of Applied Behavioral Science, 52(1), 5–34.CrossRefGoogle Scholar
Herold, D. M., Fedor, D. B., Caldwell, S. D., & Liu, Y. (2008). The effects of transformational and change leadership on employees commitment to a change: A multilevel study. Journal of Applied Psychology, 93(2), 346–357.CrossRefGoogle Scholar
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87, 474–487.Google Scholar
Hill, N. S., Seo, M. G., Kang, J. H., & Taylor, M. S. (2012). Building employee commitment to change across organizational levels: The influence of hierarchical distance and direct managers’ transformational leadership. Organization Science, 23(3), 758–777.Google Scholar
House, R. J., & Howell, J. M. (1992). Personality and charismatic leadership. The Leadership Quarterly, 3(2), 81–108.Google Scholar
House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Contemporary Business, 3, 81–98.Google Scholar
Jaros, S. (2010). Commitment to organizational change: A critical review. Journal of Change Management, 10(1), 79–108.Google Scholar
Jung, K. B., Kang, S. W., & Choi, S. B. (2020). Empowering leadership, risk-taking behavior, and employees’ commitment to organizational change: The mediated moderating role of task complexity. Sustainability, 12, 2340.Google Scholar
Kanter, R. M. (1968). Commitment and social organization: A study of commitment mechanisms in utopian communities. American Sociological Review, 33, 499–517.Google Scholar
Kim, H., Im, J., & Shin, Y. H. (2021). The impact of transformational leadership and commitment to change on restaurant employees’ quality of work life during a crisis. Journal of Hospitality and Tourism Management, 48, 322–330.Google Scholar
Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business Press.Google Scholar
Lee, K., Scandura, T. A., & Sharif, M. M. (2014). Cultures have consequences: A configural approach to leadership across two cultures. The Leadership Quarterly, 25(4), 692–710.CrossRefGoogle Scholar
Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader–member exchange theory: The past and potential for the future. In Ferris, G. R. (ed.), Research in personnel and human resources management, vol. 15 (pp. 47–119). Stanford, CT: JAI Press.Google Scholar
Ling, B., Guo, Y., & Chen, D. (2018). Change leadership and employees’ commitment to change. Journal of Personnel Psychology, 17, 83–93.Google Scholar
Madsen, S. R., Miller, D., & John, C. R. (2005). Readiness for organizational change: Do organizational commitment and social relationships in the workplace make a difference? Human Resource Development Quarterly, 16, 213–233.Google Scholar
Magsaysay, J. F., & Hechanova, M. R. M. (2017). Building an implicit change leadership theory. Leadership & Organization Development Journal, 38(6), 834–848.Google Scholar
Mangundjaya, W. L., & Amir, M. T. (2021). Testing resilience and work ethics as mediators between charismatic leadership and affective commitment to change. The Journal of Asian Finance, Economics, and Business, 8(2), 401–410.Google Scholar
Mathieu, J. E., & Zajac, D. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171–194.Google Scholar
Meyer, J. P. (2009). Commitment in a changing world of work. In Klein, H. J., Becker, T. E., & Meyer, J. P. (eds.), Commitment in organizations: Accumulated wisdom and new directions (pp. 37–68). Florence, KY: Routledge.Google Scholar
Meyer, J. P. (2016). Handbook of employee commitment. Cheltenham: Edward Elgar Publishing.Google Scholar
Meyer, J. P. (2021). Commitment at work: Past, present, and future. In Graf, P. & Dozois, D. J. A. (eds.), Handbook on the state of the art in applied psychology (pp. 19–49). New York: John Wiley & Sons.Google Scholar
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89.Google Scholar
Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component model. Journal of Applied Psychology, 78, 538–551.Google Scholar
Meyer, J. P., & Hamilton, L. (2013). Commitment to organizational change: Theory, research, principles, and practice. In Oreg, S., Alexandra, M., & Rune, B. T. (eds.), The psychology of organizational change: Viewing change from the employee’s perspective (pp. 43–64). Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general model. Human Resource Management Review, 11(3), 299–326.CrossRefGoogle Scholar
Meyer, J. P., & Maltin, E. R. (2010). Employee commitment and well-being: A critical review, theoretical framework, and research agenda. Journal of Vocational Behavior, 77(2), 323–337.Google Scholar
Meyer, J. P., & Morin, A. J. (2016). A person‐centered approach to commitment research: Theory, research, and methodology. Journal of Organizational Behavior, 37(4), 584–612.Google Scholar
Meyer, J. P., & Parfyonova, N. M. (2010). Normative commitment in the workplace: A theoretical analysis and re-conceptualization. Human Resource Management Review, 20, 283–294.Google Scholar
Meyer, J. P., Srinivas, E. S., Lal, J. B., & Topolnytsky, L. (2007). Employee commitment and support for an organizational change: Test of the three‐component model in two cultures. Journal of Occupational and Organizational Psychology, 80(2), 185–211.Google Scholar
Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52.Google Scholar
Mowday, R. T., Porter, L. W., & Steers, R. (1982). Organizational linkages: The psychology of commitment, absenteeism, and turnover. San Diego, CA: Academic Press.Google Scholar
Mumford, M. D., & Fried, Y. (2014). Give them what they want or give them what they need? Ideology in the study of leadership. Journal of Organizational Behavior, 35, 622–634.Google Scholar
Nohe, C., Michaelis, B., Menges, J. I., Zhang, Z., & Sonntag, K. (2013). Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance. The Leadership Quarterly, 24(2), 378–389.Google Scholar
Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15, 73–101.Google Scholar
Oreg, S., & Berson, Y. (2019). Leaders’ impact on organizational change: Bridging theoretical and methodological chasms. Academy of Management Annals, 13(1), 272–307.Google Scholar
Oreg, S., Michel, A., & By, R. T. (eds.) (2013). The psychology of organizational change: Viewing change from the employee’s perspective. Cambridge: Cambridge University Press.Google Scholar
Ouedraogo, N., Zaitouni, M., & Ouakouak, M. L. (2023). Leadership credibility and change success: mediating role of commitment to change. International Journal of Productivity and Performance Management, 72(1), 47–65.Google Scholar
Peng, J., Li, M., Wang, Z., & Lin, Y. (2021). Transformational leadership and employees’ reactions to organizational change: Evidence from a meta-analysis. The Journal of Applied Behavioral Science, 57(3), 369–397.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142.Google Scholar
Rahaman, H. M. S., Camps, J., Decoster, S., & Stouten, J. (2021). Ethical leadership in times of change: the role of change commitment and change information for employees’ dysfunctional resistance. Personnel Review, 50(2), 630–647.CrossRefGoogle Scholar
Reichers, A. E., Wanous, J. P., & Austin, J. T. (1997). Understanding and managing cynicism about organizational change. Academy of Management Executive, 11(1), 48–59.Google Scholar
Seo, M. G., Taylor, M. S., Hill, N. S., Zhang, X., Tesluk, P. E., & Lorinkova, N. M. (2012). The role of affect and leadership during organizational change. Personnel Psychology, 65(1), 121–165.Google Scholar
Shapiro, D. L., & Kirkman, B. L. (1999). Employees’ reaction to the change to work teams: The influence of “anticipatory” injustice. Journal of Organizational Change Management, 12, 51–67.Google Scholar
Shin, J., Seo, M. G., Shapiro, D. L., & Taylor, M. S. (2015). Maintaining employees’ commitment to organizational change: The role of leaders’ informational justice and transformational leadership. The Journal of Applied Behavioral Science, 51(4), 501–528.Google Scholar
Sonenshein, S., & Dholakia, U. (2012). Explaining employee engagement with strategic change implementation: A meaning-making approach. Organization Science, 23(1), 1–23.Google Scholar
Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change. Journal of Business and Psychology, 19, 429–459.Google Scholar
Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology, 25, 35–71.Google Scholar
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752–768.Google Scholar
Svendsen, M., & Joensson, T. S. (2016). Transformational leadership and change related voice behavior. Leadership & Organization Development Journal, 37(3), 357–368.Google Scholar
Van der Voet, J., Kuipers, B. S., & Groeneveld, S. (2016). Implementing change in public organizations: The relationship between leadership and affective commitment to change in a public sector context. Public Management Review, 18(6), 842–865.Google Scholar
Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to change in a reorganizing workplace. Journal of Applied Psychology, 85, 132–142.Google Scholar
Weiherl, J., & Masal, D. (2016). Transformational leadership and followers’ commitment to mission changes. International Journal of Public Administration, 39(11), 861–871.Google Scholar
Weske, U., Boselie, P., van Rensen, E., & Schneider, M. (2019). Physician compliance with quality and patient safety regulations: The role of perceived enforcement approaches and commitment. Health Services Management Research, 32(2), 103–112.Google Scholar
Witte, K. (1992). Putting the fear back into fear appeals: The extended parallel process model. Communications Monographs, 59(4), 329–349.Google Scholar
Yukl, G. A., & Gardner, W. L. (2020). Leadership in organizations (9th ed.). London: Pearson.Google Scholar
Zappalà, S., Toscano, F., & Licciardello, S. A. (2019). Towards sustainable organizations: Supervisor support, commitment to change and the mediating role of organizational identification. Sustainability, 11(3), 805.Google Scholar
Zhao, H. H., Seibert, S. E., Taylor, M. S., Lee, C., & Lam, W. (2016). Not even the past: The joint influence of former leader and new leader during leader succession in the midst of organizational change. Journal of Applied Psychology, 101(12), 1730–1738.CrossRefGoogle ScholarPubMed

References

Agote, L., Aramburu, N., & Lines, R. (2016). Authentic leadership perception, trust in the leader, and followers’ emotions in organizational change processes. The Journal of Applied Behavioral Science, 52(1), 35–63.Google Scholar
Aitken, K., & von Treuer, K. (2021). Leadership behaviours that foster organisational identification during change. Journal of Organizational Change Management, 34(2) 311–326.Google Scholar
Antonakis, J., Cianciolo, A. T., & Sternberg, R. J (2004). Leadership: Past, present, and future. In Antonakis, J., Cianciolo, A. T., and Sternberg, R. J. (eds.), The nature of leadership (pp. 3–15). Thousand Oaks, CA: Sage Publications, Inc.Google Scholar
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20–39.Google Scholar
Avolio, B. J., & Bass, B. M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. The Leadership Quarterly, 6(2), 199–218.Google Scholar
Babić, V. M., Savović, S. D., & Domanović, V. M. (2014). Transformational leadership and post-acquisition performance in transitional economies. Journal of Organizational Change Management, 27(6), 856–876.Google Scholar
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.Google Scholar
Bayraktar, S., & Jiménez, A. (2020). Self-efficacy as a resource: A moderated mediation model of transformational leadership, extent of change and reactions to change. Journal of Organizational Change Management, 33(2), 301–317.Google Scholar
Beer, M., Eisenstat, R. A., & Spector, B. (1990). Why change programs don’t produce change. Harvard Business Review, 68(6), 158–166.Google Scholar
Belschak, F. D., Jacobs, G., Giessner, S. R., Horton, K. E., & Bayerl, P. S. (2020). When the going gets tough: Employee reactions to large-scale organizational change and the role of employee Machiavellianism. Journal of Organizational Behavior, 41(9), 830–850Google Scholar
Bobbio, A., van Knippenberg, D., & van Knippenberg, B. (2005). Leading change: Two empirical studies from a social identity theory of leadership perspective. Poster presented at the EAESP medium sized meeting “Academy colloquium on social identity in organizations”. Amsterdam, The Netherlands, June.Google Scholar
Burnes, B. (1996). No such thing as … a “one best way” to manage organizational change. Management Decision, 34(10), 11–18.Google Scholar
By, R. T. (2007). Ready or not … Journal of Change Management, 7(1), 3–11.Google Scholar
By, R. T. (2021). Leadership: In pursuit of purpose. Journal of Change Management, 21(1), 30–44.Google Scholar
Campbell, D. T. (1958). Common fate, similarity, and other indices of the status of aggregates of persons as social entities. Behavioral Science, 3(1), 14–25.Google Scholar
Canterino, F., Cirella, S., Piccoli, B., & Shani, A. B. R. (2020). Leadership and change mobilization: The mediating role of distributed leadership. Journal of Business Research, 108, 42–51.Google Scholar
Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942–958.Google Scholar
Clegg, S., Crevani, L., Uhl-Bien, M., & By, R. T. (2021). Changing leadership in changing times. Journal of Change Management, 21(1), 1–13.Google Scholar
Conger, J. A., & Kanungo, R. N. (1987). Towards a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12(4), 637–647.Google Scholar
Cooke, F. L., Wood, G., Wang, M., & Li, A. S. (2021). Riding the tides of mergers and acquisitions by building a resilient workforce: A framework for studying the role of human resource management. Human Resource Management Review, 31(3), 100747.Google Scholar
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human Relations, 69(1), 33–60.CrossRefGoogle Scholar
De Sousa, M. J. C., & van Dierendonck, D. (2014). Servant leadership and engagement in a merge process under high uncertainty. Journal of Organizational Change Management, 27(6), 877–899.Google Scholar
Demers, C., Giroux, N., & Chreim, S. (2003). Merger and acquisition announcements as corporate wedding narratives. Journal of Organizational Change Management, 16(2), 223–242.Google Scholar
Denis, J. L., Langley, A., & Sergi, V. (2012). Leadership in the plural. Academy of Management Annals, 6(1), 211–283.Google Scholar
van Dick, R., Hirst, G., Grojean, M. W., & Wieseke, J. (2007). Relationships between leader and follower organizational identification and implications for follower attitudes and behaviour. Journal of Occupational and Organizational Psychology, 80(1), 133–150.Google Scholar
van Dick, R., Lemoine, J. E., Steffens, N. K., Kerschreiter, R., Akfirat, S. A., Avanzi, L., et al. (2018). Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries. Journal of Occupational and Organizational Psychology, 91(4), 697–728.Google Scholar
van Dick, R., Ullrich, J., & Tissington, P. A. (2006). Working under a black cloud: How to sustain organizational identification after a merger. British Journal of Management, 17(S1), S69–S79.Google Scholar
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36–62.Google Scholar
Drzensky, F., & van Dick, R. (2013). Organizational identification and organizational change. In Oreg, S., Michel, A., & By, R. T. (eds.), The psychology of organizational change: Viewing change from the employee’s perspective (pp. 275–297). Cambridge: Cambridge University Press.Google Scholar
Duck, J. M., & Fielding, K. S. (2003). Leaders and their treatment of subgroups: Implications for evaluations of the leader and the superordinate group. European Journal of Social Psychology, 33(3), 387–401.Google Scholar
Dutton, J. E., Dukerich, J. M., & Harquail, C. V. (1994). Organizational images and member identification. Administrative Science Quarterly, 39(2), 239–263.Google Scholar
Ekvall, G., & Arvonen, J. (1991). Change-centered leadership: An extension of the two-dimensional model. Scandinavian Journal of Management, 7(1), 17–26.Google Scholar
Elstak, M. N., Bhatt, M., van Riel, C. B. M., Pratt, M. G., & Berens, G. A. J. M. (2015). Organizational identification during a merger: The role of self-enhancement and uncertainty reduction motives during a major organizational change. Journal of Management Studies, 52(1), 32–62.Google Scholar
Faupel, S., & Süß, S. (2019). The effect of transformational leadership on employees during organizational change: An empirical analysis. Journal of Change Management, 19(3), 145–166.Google Scholar
Fiedler, F. E. (1964). Contingency model of leadership effectiveness. Advances in Experimental Social Psychology, 1, 149–190.Google Scholar
Fleishman, E. A. (1953). The description of supervisory behavior. Journal of Applied Psychology, 37(1), 1–6.Google Scholar
Fransen, K., Haslam, S. A., Steffens, N. K., Peters, K., Mallett, C. J., Mertens, N., & Boen, F. (2020). All for us and us for all: Introducing the 5R shared leadership program. Psychology of Sport and Exercise, 51, 101762.Google Scholar
Giessner, S. R. (2011). Is the merger necessary? The interactive effect of perceived necessity and sense of continuity on post-merger identification. Human Relations, 64(8), 1079–1098.Google Scholar
Giessner, S. R., Dawson, J., Horton, K. E., & West, M. (2023). The impact of supportive leadership on employee outcomes during organizational mergers: An organizational-level field study. Journal of Applied Psychology, 108(4), 686–697.Google Scholar
Giessner, S. R., Horton, K. E., & Humborstad, S. I. W. (2016). Identity management during organizational mergers: Empirical insights and practical advice. Social Issues and Policy Review, 10(1), 47–81.Google Scholar
Giessner, S. R., van Knippenberg, D., van Ginkel, W., & Sleebos, E. (2013). Team-oriented leadership: The interactive effects of leader group prototypicality, accountability, and team identification. Journal of Applied Psychology, 98(4), 658.Google Scholar
Giessner, S. R., Ullrich, J., & van Dick, R. (2011). Social identity and corporate mergers. Social and Personality Psychology Compass, 5(6), 333–345.Google Scholar
Gill, C. (2012). The role of leadership in successful international mergers and acquisitions: Why Renault–Nissan succeeded and DaimlerChrysler–Mitsubishi failed. Human Resource Management, 51(3), 433–456.Google Scholar
Gilley, A., McMillan, H. S., & Gilley, J. W. (2009). Organizational change and characteristics of leadership effectiveness. Journal of Leadership & Organizational Studies, 16(1), 38–47.Google Scholar
Gronn, P. (2002). Distributed leadership as a unit of analysis. Leadership Quarterly, 13(4), 423–451.Google Scholar
Groves, K. S. (2005). Linking leader skills, follower attitudes, and contextual variables via an integrated model of charismatic leadership. Journal of Management, 31(2), 255–277.Google Scholar
Hamilton, D. L., & Sherman, S. J. (1996). Perceiving persons and groups. Psychological Review, 103(2), 336–355.Google Scholar
Haslam, C., Haslam, S. A., Jetten, J., Cruwys, T., & Steffens, N. K. (2021). Life change, social identity, and health. Annual Review of Psychology, 72, 635–661.Google Scholar
Haslam, S. A., & Platow, M. J. (2001). The link between leadership and followership: How affirming social identity translates vision into action. Personality and Social Psychology Bulletin, 27(11), 1469–1479.Google Scholar
Haslam, S. A., Reicher, S. D., & Platow, M. J. (2011). The new psychology of leadership: Identity, influence and power. Oxon: Psychology Press.Google Scholar
Heck, R. H., & Hallinger, P. (2010). Testing a longitudinal model of distributed leadership effects on school improvement. The Leadership Quarterly, 21(5), 867–885.CrossRefGoogle Scholar
Henricks, M. D., Young, M., & Kehoe, E. J. (2020). Attitudes toward change and transformational leadership: A longitudinal study. Journal of Change Management, 20(3), 202–219.Google Scholar
Herold, D. M., Fedor, D. B., Caldwell, S., & Liu, Y. (2008). The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. Journal of Applied Psychology, 93(2), 346.Google Scholar
Higgins, E. T. (1997). Beyond pleasure and pain. American Psychologist, 52(12), 1280–1300.Google Scholar
Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of General Psychology, 9(2), 169–180.Google Scholar
Hogg, M. A. (2000). Subjective uncertainty reduction through self-categorization: A motivational theory of social identity processes. European Review of Social Psychology, 11(1), 223–255.Google Scholar
Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5(3), 184–200.Google Scholar
Hogg, M. A. (2007). Uncertainty-identity theory. In Zanna, M. P. (ed.), Advances in experimental social psychology, vol. 39 (pp. 69–126). San Diego: Academic Press.Google Scholar
Hogg, M. A., & Abrams, D. (1990). Social motivation, self-esteem and social identity. In Abrams, D. & Hogg, M. A. (eds.), Social identity theory: Constructive and critical advances (pp. 28–47). New York: Harvester Wheatsheaf.Google Scholar
Hogg, M. A., Sherman, D. K., Dierselhuis, J., Maitner, A. T., & Moffitt, G. (2007). Uncertainty, entitativity, and group identification. Journal of Experimental Social Psychology, 43(1), 135–142.Google Scholar
Hogg, M. A., & Terry, D. J. (2000). The dynamic, diverse, and variable faces of organizational identity. Academy of Management Review, 25(1), 150–152.Google Scholar
Hollander, E. P. (1964). Leaders, groups, and influence. New York: Oxford University Press.Google Scholar
Hughes, M. (2016). Leading changes: Why transformation explanations fail. Leadership, 12(4), 449–469.Google Scholar
Jetten, J., Duck, J., Terry, D. J., & O’Brien, A. (2002). Being attuned to intergroup differences in mergers: The role of aligned leaders for low-status groups. Personality and Social Psychology Bulletin, 28(9), 1194–1201.Google Scholar
Jetten, J., Haslam, C., & Alexander, S. H. (eds.) (2012). The social cure: Identity, health and well-being. New York: Psychology Press.Google Scholar
Jetten, J., Hogg, M. A., & Mullin, B. A. (2000). In-group variability and motivation to reduce subjective uncertainty. Group Dynamics: Theory, Research, and Practice, 4(2), 184–198.Google Scholar
Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change. New York: Free Press.Google Scholar
van Knippenberg, D., & Hogg, M. A. (2003). A social identity model of leadership effectiveness in organizations. Research in Organizational Behavior, 25, 243–295.Google Scholar
van Knippenberg, B., & van Knippenberg, D. (2005). Leader self-sacrifice and leadership effectiveness: The moderating rle of leader prototypicality. Journal of Applied Psychology, 90(1), 25–37.Google Scholar
van Knippenberg, D., van Knippenberg, B., & Bobbio, A. (2008). Leaders as agents of continuity: Self continuity and resistance to collective change. In Sani, F. (ed.), Self-continuity: Individual and collective perspectives (pp. 175–186). New York: Psychology Press.Google Scholar
van Knippenberg, D., & van Leeuwen, E. (2001). Organizational identity after a merger: Sense of continuity as the key to post-merger identification. In Hogg, M. A. & Terry, D. J. (eds.), Social identity processes in organizational contexts (pp. 249–264). Philadelphia, PA: Psychology Press.Google Scholar
van Knippenberg, D., & van Schie, E. C. (2000). Foci and correlates of organizational identification. Journal of Occupational and Organizational Psychology, 73(2), 137–147.Google Scholar
van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic–transformational leadership research: Back to the drawing board? Academy of Management Annals, 7(1), 1–60.Google Scholar
Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business Review Press.Google Scholar
Kouzes, J. M., & Posner, B. Z. (1987). The leadership challenge: How to get extraordinary things done in organizations. San Francisco: Jossey-Bass.Google Scholar
Kroon, D. P., & Noorderhaven, N. G. (2018). The role of occupational identification during post-merger integration. Group & Organization Management, 43(2), 207–244.Google Scholar
Kroon, D. P., & Reif, H. (2023). The role of emotions in middle managers’ sensemaking and sensegiving practices during post-merger integration. Group & Organization Management, 48(3), 790–832Google Scholar
Levay, C. (2010). Charismatic leadership in resistance to change. The Leadership Quarterly, 21(1), 127–143.Google Scholar
Lewin, K. (1947). Group decision and social change. In: Newcomb, T. M. & Hartley, E. L. (eds.), Readings in social psychology (pp. 330–344), New York: Henry Holt.Google Scholar
Liang, S., Lupina-Wegener, A., Ullrich, J., & van Dick, R. (2022). “Change is our continuity”: Chinese managers’ construction of post-merger identification after an acquisition in Europe. Journal of Change Management, 22(1), 59–78.CrossRefGoogle Scholar
Lundmark, R., Hasson, H., von Thiele Schwarz, U., Hasson, D., & Tafvelin, S. (2017). Leading for change: Line managers’ influence on the outcomes of an occupational health intervention. Work & Stress, 31(3), 276–296.Google Scholar
Lupina-Wegener, A. A., Liang, S., van Dick, R., & Ullrich, J. (2020). Multiple organizational identities and change in ambivalence: The case of a Chinese acquisition in Europe. Journal of Organizational Change Management, 33(7), 1253–1275.Google Scholar
Lyons, J. B., Swindler, S. D., & Offner, A. (2009). The impact of leadership on change readiness in the US military. Journal of Change Management, 9(4), 459–475.Google Scholar
Metwally, D., Ruiz-Palomino, P., Metwally, M., & Gartzia, L. (2019). How ethical leadership shapes employees’ readiness to change: the mediating role of an organizational culture of effectiveness. Frontiers in Psychology, 10, 2493.Google Scholar
Mühlemann, N., Steffens, N. K., Ullrich, J., Haslam, S. A., & Jonas, K. (2022). Understanding responses to an organizational takeover: Introducing the social identity model of organizational change. Journal of Personality and Social Psychology, 123(5), 1004–1023.Google Scholar
Mulder, F., Giessner, S. R., & Caldas, M. (2020). Leadership: Why many heads are better than one. RSM Discovery – Management Knowledge, 38, 16–18.Google Scholar
Neves, P., Almeida, P., & Velez, M. J. (2018). Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership. Human Resource Management, 57(1), 249–261.Google Scholar
Oreg, S., & Berson, Y. (2011). Leadership and employees’ reactions to change: The role of leaders’ personal attributes and transformational leadership style. Personnel Psychology, 64(3), 627–659.Google Scholar
Oreg, S., & Berson, Y. (2019). Leaders’ impact on organizational change: Bridging theoretical and methodological chasms. Academy of Management Annals, 13(1), 272–307.Google Scholar
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, 47(4), 461–524.Google Scholar
Paulsen, N., Callan, V. J., Ayoko, O., & Saunders, D. (2013). Transformational leadership and innovation in an R&D organization experiencing major change. Journal of Organizational Change Management, 26(3), 595–610.Google Scholar
Pearce, C. L., & Conger, J. A. (2003). Shared leadership: Reframing the hows and whys of leadership. London: Sage publications.Google Scholar
Petrou, P., Demerouti, E., & Häfner, M. (2015). When fit matters more: The effect of regulatory fit on adaptation to change. European Journal of Work and Organizational Psychology, 24(1), 126–142.Google Scholar
Rast, D. E. III, Hogg, M. A., & Giessner, S. R. (2016). Who trusts charismatic leaders who champion change? The role of group identification, membership centrality, and self-uncertainty. Group Dynamics: Theory, Research, and Practice, 20(4), 259.Google Scholar
Reicher, S. D., & Hopkins, N. (1996a). Seeking influence through characterizing self-categories: An analysis of anti-abortionist rhetoric. British Journal of Social Psychology, 35, 297–311.Google Scholar
Reicher, S. D., & Hopkins, N. (1996b). Self-category constructions in political rhetoric: An analysis of Thatcher’s and Kinnock’s speeches concerning the British miners’ strike (1984–5). European Journal of Social Psychology, 26, 353–371.Google Scholar
Reicher, S., & Hopkins, N. (2001). Self and nation. London: Sage.Google Scholar
Riketta, M. (2005). Organizational identification: A meta-analysis. Journal of Vocational Behavior, 66(2), 358–384.Google Scholar
Riketta, M., & van Dick, R. (2005). Foci of attachment in organizations: A meta-analytic comparison of the strength and correlates of workgroup versus organizational identification and commitment. Journal of Vocational Behavior, 67(3), 490–510.Google Scholar
Rosa, M., Giessner, S., Guerra, R., Waldzus, S., Kersting, A. M., Veličković, K., & Collins, E. C. (2020). They (don’t) need us: Functional indispensability impacts perceptions of representativeness and commitment when lower-status groups go through an intergroup merger. Frontiers in Psychology, 10, 2772.Google Scholar
Seyranian, V. (2014). Social identity framing communication strategies for mobilizing social change. The Leadership Quarterly, 25(3), 468–486.Google Scholar
Seyranian, V., & Bligh, M. C. (2008). Presidential charismatic leadership: Exploring the rhetoric of social change. The Leadership Quarterly, 19(1), 54–76.Google Scholar
Shamir, B. (1999). Leadership in boundaryless organizations: Disposable or indispensable? European Journal of Work and Organizational Psychology, 8(1), 49–71.Google Scholar
Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577–594.Google Scholar
Shin, J., Taylor, M. S., & Seo, M.-G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors towards organizational change. Academy of Management Journal, 55(3), 727–748.Google Scholar
Sitkin, S. B., & Pablo, A. L. (2005). The neglected importance of leadership in mergers and acquisitions. In Stahl, G. K. & Mendenhall, M. E. (eds.), Mergers and acquisitions: Managing culture and human resources (pp. 208–223). Stanford, CA: Stanford University Press.Google Scholar
Slater, M. J., Evans, A. L., & Turner, M. J. (2016). Implementing a social identity approach for effective change management. Journal of Change Management, 16(1), 18–37.Google Scholar
Stam, D., Lord, R. G., Knippenberg, D. V., & Wisse, B. (2014). An image of who we might become: Vision communication, possible selves, and vision pursuit. Organization Science, 25(4), 1172–1194.Google Scholar
Steffens, N. K., Haslam, S. A., Reicher, S. D., Platow, M. J., Fransen, K., Yang, J., et al. (2014). Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model. The Leadership Quarterly, 25(5), 1001–1024.Google Scholar
Steigenberger, N. (2017). The challenge of integration: A review of the M&A integration literature. International Journal of Management Reviews, 19(4), 408–431.Google Scholar
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752–788.Google Scholar
Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behaviour. In Worchel, S. & Austin, W. G. (eds.), Psychology of intergroup relations (pp. 7–24). Chicago: Nelson-Hall.Google Scholar
Turner, J. C., Hogg, M. A., Oakes, P. J., Reicher, S. D., & Wetherell, M. S. (1987). Rediscovering the social group: A self-categorization theory. Oxford: Blackwell.Google Scholar
Uhl-Bien, M., & Marion, R. (2009). Complexity leadership in bureaucratic forms of organizing: A meso model. The Leadership Quarterly, 20(4), 631–650.Google Scholar
Ullrich, J., Wieseke, J., & van Dick, R. (2005). Continuity and change in mergers and acquisitions: A social identity case study of a German industrial merger. Journal of Management Studies, 42(8), 1549–1569.Google Scholar
Venus, M., Stam, D., & van Knippenberg, D. (2019). Visions of change as visions of continuity. Academy of Management Journal, 62(3), 667–690.Google Scholar
Waldman, D. A., & Javidan, M. (2009). Alternative forms of charismatic leadership in the integration of mergers and acquisitions. The Leadership Quarterly, 20(2), 130–142.Google Scholar
Yukl, G. (2008). How leaders influence organizational effectiveness. The Leadership Quarterly, 19(6), 708–722.Google Scholar
Yukl, G. (2010). Leadership in organizations (7th ed.). New York: Prentice Hall.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×