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LEADERSHIP AND EMPLOYEES’ REACTIONS TO CHANGE: THE ROLE OF LEADERS’ PERSONAL ATTRIBUTES AND TRANSFORMATIONAL LEADERSHIP STYLE
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LEADERSHIP AND EMPLOYEES’ REACTIONS TO CHANGE: THE ROLE OF LEADERS’ PERSONAL ATTRIBUTES AND TRANSFORMATIONAL LEADERSHIP STYLE

Author: SHAUL OREG Affiliation: Department of Sociology and Anthropology University of Haifa; YAIR BERSON Affiliation: Faculty of Education University of Haifa
Edition/Format: Article Article : English
Publication:Personnel Psychology, v64 n3 (Autumn 2011): 627-659
Other Databases: WorldCatWorldCat
Summary:
We examined the role of leaders’ personal attributes and transformational leadership behaviors in explaining employees’ intentions to resist a large-scale organizational change. Through a multilevel analysis of data from 75 school principals and 586 teachers, we found that teachers’ intentions to resist the organizational change were negatively related to their principals’ openness to change values and  Read more...
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Document Type: Article
All Authors / Contributors: SHAUL OREG Affiliation: Department of Sociology and Anthropology University of Haifa; YAIR BERSON Affiliation: Faculty of Education University of Haifa
ISSN:0031-5826
Language Note: English
Unique Identifier: 5152951806
Notes: Shaul Oreg, Department of Sociology and Anthropology, University of Haifa, Mt. Carmel, Haifa 31905, Israel; oreg@soc.haifa.ac.il.
Number of Figures: 2
Number of Tables: 2
Number of References: 112
We thank Ronit Kark and Dana Vashdi for helpful comments on a previous version of this manuscript. We also thank Sigal Ben-Ezra, Haya Shnar, and Nitzan Van-Raalte for their assistance in collecting the data for this study.
An earlier version of this manuscript has been accepted for publication in the 2009 AoM Best Paper Proceedings.
Both authors contributed equally to the writing of this manuscript. This research was supported by the Israel Science Foundation (grant No. 916/07 and grant No. 704/10).
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Abstract:

We examined the role of leaders’ personal attributes and transformational leadership behaviors in explaining employees’ intentions to resist a large-scale organizational change. Through a multilevel analysis of data from 75 school principals and 586 teachers, we found that teachers’ intentions to resist the organizational change were negatively related to their principals’ openness to change values and transformational leadership behaviors, and positively related to their principals’ dispositional resistance to change. Furthermore, principals’ transformational leadership behaviors moderated the relationship between teachers’ dispositional resistance and intentions to resist the change.

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