202
Views
1
CrossRef citations to date
0
Altmetric
Symposium on Public Leadership

Local government managers’ change-oriented leadership and employees’ change-supportive behaviour during COVID-19: utilizing the theory of planned behaviour

ORCID Icon & ORCID Icon

References

  • Ahmad, A. B., Butt, A. S., Chen, D., & Liu, B. (2023). A mediated model of the effect of organizational culture on the intentions to engage in change-supportive behaviors: Insights from the theory of planned behavior. Journal of Management & Organization, 29(2), 345–365.
  • Ahmad, A. B., Liu, B., & Butt, A. S. (2020). Predictors and outcomes of change recipient proactivity in public organizations of the Kurdistan Region of IRAQ. International Public Management Journal, 23(6), 823–851. https://doi.org/10.1080/10967494.2019.1588812
  • Ahmad, A. B., Straatmann, T., Mueller, K., & Liu, B. (2021). Employees’ change support in the public sector—A multi-time field study examining the formation of intentions and behaviors. Public Administration Review, 81(2), 231–243. https://doi.org/10.1111/puar.13275
  • Ahrens, T., & Ferry, L. (2020). Financial resilience of English local government in the aftermath of COVID-19. Journal of Public Budgeting, Accounting & Financial Management, 32(5), 813–823. https://doi.org/10.1108/JPBAFM-07-2020-0098
  • Ajzen, I. (1985). From intentions to actions: A theory of planned behavior. In Kuhl Julius & Beckmann Jürgen (Eds.), Action control: From cognition to behavior. (pp. 11–39). Berlin: Springer.
  • Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211. https://doi.org/10.1016/0749-5978(91)90020-T
  • Ajzen, I. (2002). Constructing a TPB questionnaire: Conceptual and methodological considerations.
  • Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46(6), 681–703. https://doi.org/10.1177/001872679304600601
  • 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. https://doi.org/10.1080/14697017.2017.1299370
  • Bandura, A. (1977). Social learning theory. Prentice Hall.
  • Bass, B. M., & Bass Bernard, M. (1985). Leadership and performance beyond expectations.
  • Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. The Journal of Applied Psychology, 87(5), 875–884. https://doi.org/10.1037/0021-9010.87.5.875
  • Cheng, K., Wei, F., & Lin, Y. (2019). The trickle-down effect of responsible leadership on unethical pro-organizational behavior: The moderating role of leader-follower value congruence. Journal of Business Research, 102(April), 34–43. https://doi.org/10.1016/j.jbusres.2019.04.044
  • Cheung, G. W., & Lau, R. S. (2017). Accuracy of parameter estimates and confidence intervals in moderated mediation models: A comparison of regression and latent moderated structural equations. Organizational Research Methods, 20(4), 746–769. https://doi.org/10.1177/1094428115595869
  • Choi, M. (2011). Employees’ attitudes toward organizational change: A literature review. Human Resource Management, 50(4), 479–500. https://doi.org/10.1002/hrm.20434
  • Chuang, A., Shen, C., & Judge, T. A. (2016). Development of a Multidimensional Instrument of P erson–E nvironment F it: The P erceived P erson–E nvironment F it S cale (PPEFS). Applied Psychology, 65(1), 66–98. https://doi.org/10.1111/apps.12036
  • Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12(4), 637–647. https://doi.org/10.2307/258069
  • Dzigbede, K. D., Gehl, S. B., & Willoughby, K. (2020). Disaster resiliency of U.S. local governments: insights to strengthen local response and recovery from the COVID-19 pandemic. Public Administration Review, 80(4), 634–643. https://doi.org/10.1111/puar.13249
  • Edwards, J. R., & Cable, D. M. (2009). The value of value congruence. The Journal of Applied Psychology, 94(3), 654. https://doi.org/10.1037/a0014891
  • Ehrhart, M. G., Schneider, B., & Macey, W. H. (2013). Organizational climate and culture: An introduction to theory, research, and practice. Routledge.
  • 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. https://doi.org/10.1080/14697017.2018.1447006
  • Fernandez, S., & Rainey, H. G. (2017). Managing successful organizational change in the public sector. In Robert F. Durant, Jennifer R.S. Durant (Eds.), Debating Public Administration: Management Challenges, Choices, and Opportunities (pp.7–26). Boca Raton: CRC Press.
  • Fischer, C., Siegel, J., Proeller, I., & Drathschmidt, N. (2022). Resilience through digitalisation: How individual and organisational resources affect public employees working from home during the COVID-19 pandemic. Public Management Review, 1–28. https://doi.org/10.1080/14719037.2022.2037014
  • Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18(1), 382–388. https://doi.org/10.1177/002224378101800313
  • Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate data analysis (8 ed.). Cengage.
  • Hassan, H. A., Zhang, X., & Ahmad, A. B. (2020). Red tape and change-supportive intention: An extension of the theory of planned behavior. Leadership & Organization Development Journal, 42(1), 99–113. https://doi.org/10.1108/LODJ-07-2020-0286
  • Hassan, H. A., Zhang, X., Ahmad, A. B., & Liu, B. (2021). Public service motivation and employee change-supportive intention: Utilizing the theory of planned behavior. Public Personnel Management, 50(2), 283–304. https://doi.org/10.1177/0091026020934515
  • 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. The Journal of Applied Psychology, 93(2), 346–357. https://doi.org/10.1037/0021-9010.93.2.346
  • Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. The Journal of Applied Psychology, 87(3), 474–487. https://doi.org/10.1037/0021-9010.87.3.474
  • Hewlin, P. F., Dumas, T. L., & Burnett, M. F. (2017). To thine own self be true? Facades of conformity, values incongruence, and the moderating impact of leader integrity. Academy of Management Journal, 60(1), 178–199. https://doi.org/10.5465/amj.2013.0404
  • Hoffman, B. J., Bynum, B. H., Piccolo, R. F., Sutton, W., The, S., Journal, M., August, N., & Hoffman, B. J. (2011). Person-organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management Journal, 54(4), 779–796. https://doi.org/10.5465/amj.2011.64870139
  • House, R. J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge (pp. 189–207). Carbondale, IL: Southern Illinois University Press.
  • Islam, M. N., Furuoka, F., & Idris, A. (2021). Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change. Asia Pacific Management Review, 26(2), 95–102. https://doi.org/10.1016/j.apmrv.2020.09.002
  • Jakobsen, M., & Jensen, R. (2015). Common method bias in public management studies. International Public Management Journal, 18(1), 3–30. https://doi.org/10.1080/10967494.2014.997906
  • Jensen, U. T., & Vestergaard, C. F. (2017). Public service motivation and public service behaviors: Testing the moderating effect of tenure. Journal of Public Administration Research and Theory, 27(1), 52–67. https://doi.org/10.1093/jopart/muw045
  • Jimmieson, N. L., Peach, M., & White, K. M. (2008). Utilizing the theory of planned behavior to inform change management: An investigation of employee intentions to support organizational change. The Journal of Applied Behavioral Science, 44(2), 237–262. https://doi.org/10.1177/0021886307312773
  • Kanter, R. M. (2012). Ten reasons people resist change. Harvard Business Review Blog. https://hbr.org/2012/09/ten-reasons-people-resist-chang.html
  • Katsaros, K. K., Tsirikas, A. N., & Kosta, G. C. (2020). The impact of leadership on firm financial performance: The mediating role of employees’ readiness to change. Leadership & Organization Development Journal, 41(3), 333–347. https://doi.org/10.1108/LODJ-02-2019-0088
  • Kristof‐brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of INDIVIDUALS’FIT at work: A meta‐analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58(2), 281–342. https://doi.org/10.1111/j.1744-6570.2005.00672.x
  • Lee, D., Choi, Y., Youn, S., & Chun, J. U. (2017). Ethical leadership and employee moral voice: The mediating role of moral efficacy and the moderating role of leader–follower value congruence. Journal of Business Ethics, 141(1), 47–57. https://doi.org/10.1007/s10551-015-2689-y
  • Lysova, E. I., Richardson, J., Khapova, S. N., & Jansen, P. G. W. (2015). Change-supportive employee behavior: A career identity explanation. Career Development International.
  • Maslowsky, J., Jager, J., & Hemken, D. (2015). Estimating and interpreting latent variable interactions: A tutorial for applying the latent moderated structural equations method. International Journal of Behavioral Development, 39(1), 87–96. https://doi.org/10.1177/0165025414552301
  • Men, L. R., Yue, C. A., & Liu, Y. (2020). “Vision, passion, and care: ” the impact of charismatic executive leadership communication on employee trust and support for organizational change. Public Relations Review, 46(3), 101927. https://doi.org/10.1016/j.pubrev.2020.101927
  • 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(November), 1–18. https://doi.org/10.3389/fpsyg.2019.02493
  • Muthén, L. K., & Muthén, B. O. (2015). Mplus User’s Guide (7th ed.). Muthén & Muthén.
  • 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. https://doi.org/10.1177/0021886310396550
  • Paarlberg, L. E., & Perry, J. L. (2007). Values management aligning employee values and organization goals. American Review of Public Administration, 37(4), 387–408. https://doi.org/10.1177/0275074006297238
  • 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. https://doi.org/10.1177/0021886320920366
  • 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. The Journal of Applied Psychology, 88(5), 879. https://doi.org/10.1037/0021-9010.88.5.879
  • Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63(1), 539–569. https://doi.org/10.1146/annurev-psych-120710-100452
  • Potipiroon, W. (2023). The curvilinear effects of leader public service motivation on person–supervisor fit and subordinate emotional exhaustion: Evidence from field and experimental studies. Public Personnel Management. Advanced Online. 00910260231164099. https://doi.org/10.1177/00910260231164099
  • Puyod, J. V., & Charoensukmongkol, P. (2021). Interacting effect of social media crisis communication and organizational citizenship behavior on employees’ resistance to change during the COVID-19 crisis: Evidence from university employees in the Philippines. Asia-Pacific Social Science Review, 21(3), 13–27.
  • Rafferty, A. E., & Minbashian, A. (2019). Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors. Human Relations, 72(10), 1623–1650. https://doi.org/10.1177/0018726718809154
  • Sajons, G. B. (2020). Estimating the causal effect of measured endogenous variables: A tutorial on experimentally randomized instrumental variables. The Leadership Quarterly, 31(5), 101348. https://doi.org/10.1016/j.leaqua.2019.101348
  • Schuster, C., Weitzman, L., Sass Mikkelsen, K., Meyer‐sahling, J., Bersch, K., Fukuyama, F., Paskov, P., Rogger, D., Mistree, D., & Kay, K. (2020). Responding to COVID‐19 through surveys of public servants. Public Administration Review, 80(5), 792–796. https://doi.org/10.1111/puar.13246
  • Seo, M., 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. https://doi.org/10.1111/j.1744-6570.2011.01240.x
  • Stevens, G. W. (2013). Toward a process-based approach of conceptualizing change readiness. The Journal of Applied Behavioral Science, 49(3), 333–360. https://doi.org/10.1177/0021886313475479
  • Straatmann, T., Kohnke, O., Hattrup, K., & Mueller, K. (2016). Assessing employees’ reactions to organizational change: An integrative framework of change-specific and psychological factors. The Journal of Applied Behavioral Science, 52(3), 265–295. https://doi.org/10.1177/0021886316655871
  • Strebel, P. (1996). Why do employees resist change? Harvard Business Review, 74(3), 86.
  • Trongmateerut, P., & Sweeney, J. T. (2013). The influence of subjective norms on whistle-blowing: A cross-cultural investigation. Journal of Business Ethics, 112(3), 437–451. https://doi.org/10.1007/s10551-012-1270-1
  • Turban, D. B., & Jones, A. P. (1988). Supervisor-subordinate similarity: Types, effects, and mechanisms. The Journal of Applied Psychology, 73(2), 228. https://doi.org/10.1037/0021-9010.73.2.228
  • Van der Voet, J. (2016). Change leadership and public sector organizational change: Examining the interactions of transformational leadership style and red tape. American Review of Public Administration, 46(6), 660–682. https://doi.org/10.1177/0275074015574769
  • 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. https://doi.org/10.1080/14719037.2015.1045020
  • Wegrich, K. (2021). Is the turtle still plodding along? Public management reform in Germany. Public Management Review, 23(8), 1107–1116. https://doi.org/10.1080/14719037.2020.1771011
  • Yukl, G. (1999). An evaluative essay on current conceptions of effective leadership. European Journal of Work and Organizational Psychology, 8(1), 33–48. https://doi.org/10.1080/135943299398429
  • Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26(4), 66–85. https://doi.org/10.5465/amp.2012.0088
  • Yukl, G., Gordon, A., & Taber, T. (2002). Taxonomy of leadership behavior: Half century of behavior research. Journal of Leadership & Organizational Studies, 9(1), 15–32. https://doi.org/10.1177/107179190200900102

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.