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Organizational outcomes of leadership style and resistance to change (Part One)

机译：领导风格和抵制变革的组织成果（第一部分）

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Purpose - Organizations must react rapidly to evolving environments by engaging in change, ranging from minor adjustments to radical transformation. Many obstacles are encountered on the path towards achieving positive organizational outcomes, among which resistance to change (RTC) prevents the level of mobilization critical to achieve a successful transformation. The purpose of this two-part paper is to offer a review of the body of knowledge explaining how leadership styles may address RTC in order to achieve desired organizational outcomes. For this purpose, multiple organizational concepts are visited and linked through a synthesized model proposing causality relationships between the various elements. Design/methodology/approach - A range of recently published empirical and practitioner research articles were reviewed to analyse the relationships in search of the variables that affect resistance during a major organizational change. In order to synthesize and bridge many concepts that are often studied separately, an overall model is proposed to help establish causal relationships between the elements of interest influencing organizational outcomes, in the context of a change. Findings - Leadership acts as an input at multiple levels, influencing organizatbnal outcomes both directly-by continuously shaping employee attitude throughout change - and indirectly - by regulating the antecedents and moderators of their predisposition to change. These subsequently shape the extent of RTC, which translates from the perception of, commitment to and involvement in the change process. The interaction of the organizational environment with these factors ultimately determines the organizational outcome resulting from the change initiatives. Research limitations/implications - The model must be tested in another empirical article to measure its effectiveness. The complexity of the model may, however, hinder the ability to successfully correlate all the concepts. Practical implications - The paper suggests an overall framework that may help leaders and organizational development practitioners identify the major factors which may be considered during a change initiative or a transformation. Social implications - This paper highlights the multi-dimensional role of leadership style in successfully achieving organizational changes. Leaders' emotional aptitude to influence their followers and employees' natural and contextual predisposition to change transact to shape organizational outcomes. These social elements must be carefully assessed not only prior to embarking on a change implementatbn, but also to proactively invest in psychologically directed organizational training and development, at all hierarchical levels. Originality/value - The synthesis model is the novel contribution of the paper. It proposes an organized approach to relate multiple close yet distinct concepts that have so far been predominantly discussed separately.
机译：目的-组织必须通过从小规模调整到彻底变革的变化来对不断变化的环境做出快速反应。在实现积极的组织成果的道路上遇到许多障碍，其中，变革的阻力阻碍了成功实现变革的关键动员水平。本文分为两部分，旨在对知识体系进行回顾，解释领导风格如何解决RTC以获得理想的组织成果。为此，通过提出各种要素之间因果关系的综合模型来访问和链接多个组织概念。设计/方法/方法-审查了一系列近期发表的经验和从业人员研究文章，以分析关系，以寻找在重大组织变革中影响抵抗力的变量。为了综合和桥接经常单独研究的许多概念，提出了一个总体模型，以帮助在变化的背景下建立影响组织成果的利益要素之间的因果关系。调查结果-领导在多个层面上充当输入，通过在变革中不断塑造员工的态度直接影响组织结果-并通过调节变革的前因和主持人来间接影响组织结果。随后，这些因素决定了RTC的范围，而RTC的范围是从对变更过程的感知，承诺和参与中转化而来的。组织环境与这些因素的相互作用最终决定了变革计划带来的组织结果。研究局限性/含义-必须在另一篇经验文章中测试该模型以衡量其有效性。但是，模型的复杂性可能会阻碍成功关联所有概念的能力。实际意义-本文提出了一个总体框架，可以帮助领导者和组织发展实践者确定在变革计划或变革过程中可能要考虑的主要因素。社会影响-本文着重强调领导风格在成功实现组织变革中的多维作用。领导者的情感能力会影响他们的追随者，员工的自然倾向和情境倾向会改变交易方式以塑造组织成果。这些社会要素不仅必须在着手实施变革之前进行仔细评估，而且还必须在各个层次上积极投资于有心理指导的组织培训和发展。原创性/价值-综合模型是本文的新颖贡献。它提出了一种有组织的方法来关联多个紧密而又截然不同的概念，这些概念到目前为止已被单独讨论。

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