...
  • 主题
高级搜索  >
历史搜索 清空历史
首页> 外文期刊>Journal of Applied Psychology >Not Even the Past: The Joint Influence of Former Leader and New Leader During Leader Succession in the Midst of Organizational Change
【24h】

Not Even the Past: The Joint Influence of Former Leader and New Leader During Leader Succession in the Midst of Organizational Change

机译：甚至没有过去：在组织变革中领导者继任过程中，前任领导者与新任领导者的共同影响

获取原文
获取原文并翻译 | 示例
           
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

Leader succession often occurs during organizational change processes, but the implications of leader succession, in terms of reactions to the change, rarely have been investigated. Employee attitudes and behaviors during organizational change may be influenced jointly by a former leader who recently has transitioned out of the team and the new leader who recently has transitioned into it. We predict an interaction between former and new leaders' transformational leadership on employees' behavioral resistance to and support for change. On the basis of contrast effect theory, a highly transformational former leader constrains the potential effectiveness of the new leader, but a former leader low in transformational leadership enhances this potential effectiveness. We also propose conditional indirect effects transmitted through commitment to the changing organization. Our research was conducted in a large Chinese hospitality organization that was implementing radical organizational change, during which virtually all aspects of processes and products are changed. We collected a 2-wave multisource data from employees who had recently experienced a leader succession and their newly assigned leaders. On the basis of a final sample of 203 employees from 22 teams, we found empirical support for the proposed interaction effects. The conditional indirect effects were also consistent with our expectations, but the effect on behavioral resistance to change was stronger than the effect on behavioral support for change.
机译：领导者继任通常发生在组织变革过程中，但是就变革的反应而言，领导者继任的含义很少得到研究。在组织变革期间，员工的态度和行为可能会受到最近从团队中移出的前任领导者和最近移入团队的新任领导者的共同影响。我们预测前任和新任领导者的变革型领导之间在员工对变革的行为抵制和支持方面的相互作用。根据对比效应理论，具有高度变革性的前任领导者会限制新领导者的潜在效力，但变革型领导者中的前任领导者会降低这种潜在效力。我们还提出了通过对不断变化的组织的承诺而传递的有条件的间接影响。我们的研究是在一家大型的中国酒店组织中进行的，该组织正在实施根本性的组织变革，在此过程中，流程和产品的各个方面都发生了变化。我们从最近经历过领导继任的员工及其新任命的领导者那里收集了两波多源数据。根据来自22个团队的203名员工的最终样本，我们发现了拟议的互动效应的经验支持。条件间接影响也符合我们的预期，但对行为对变革的抵抗的影响要强于对行为的行为支持。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号