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- Fakultät WiSo (6)
Employee cooperation is fundamental for accomplishing successful organizational change processes. Therefore, it is important to understand how employees' cooperation can be supported in the context of organizational change. Based on the group engagement model, we hypothesized how procedural justice affects organizational identification which in turn should have an affect on employees' cooperation (commitment to change, values-congruence fit, and change-supporting behavior) in the context of organizational change. To test the fit of the proposed model, structural equation models were calculated using both cross-sectional (N = 315) and longitudinal (N = 110) data of academic staff at a German university. Results indicated adequate data fit to our proposed model and revealed that organizational identification mediated the positive effects of procedural justice on affective commitment to change and values-congruence fit. The assumed mediating effect of organizational identification on the positive relationship between procedural justice and change-supporting behavior could only be supported using cross-sectional data.
Purpose
The purpose of this paper is to provide a deeper understanding of how transformational leadership relates to followers' innovation implementation behavior, the psychological mechanisms of this relationship, and the role of individual perceptions of climate for initiative.
Design/methodology/approach
Perceptual data were collected from 198 employees in lower and middle management positions of a multinational automotive corporation. Relationships were tested using hierarchical regression analysis.
Findings
Results demonstrate that transformational leadership was strongly related to followers' innovation implementation behavior and that the nature of this relationship was moderated by followers' levels of perceived climate for initiative. Additionally, commitment to change fully mediated the relationship between transformational leadership and followers' innovation implementation behavior.
Research limitations/implications
The paper is based on a cross‐sectional design. A causal interpretation requires studies with experimental or longitudinal designs.
Practical implications
Companies should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Enhancing contextual factors, such as a perceived climate for initiative, should be promoted by integrating them into organizations' reward systems.
Originality/value
The paper is one of the first to investigate the relationship between transformational leadership and followers' innovation implementation behavior. It specifies the organizational contexts under which transformational leadership is most likely related to innovation implementation behavior, and those in which such a relationship is unlikely to occur.
This study examined the relation between employees' perceived extent of change and adaptive performance, focusing on the roles of expressive suppression (i.e. the habit of suppressing overt expressions of emotion) at work and perceived strain. Analysing survey data of 153 employees in Germany with different occupational backgrounds via bootstrapping, the conceptual moderated indirect effect scheme was supported. As hypothesized, greater changes were associated with higher strain. Strain, in turn, was negatively related to adaptive performance. Although extent of change did not directly affect adaptive performance, the data supported the expected indirect relationship via strain. Finally, expressive suppression at work acted as a buffer of this indirect effect: extent of change was only negatively related to strain for employees low in suppression. In line with newer evidence, our results indicate that the suppression of overt emotional expressions at work can have positive effects under certain circumstances.
Change-Projekte sollen Organisationen verändern. Was konkret erneuert wird, variiert je nach Projekt und den damit verbundenen Zielen. Typischerweise geht es um Strate-gien, Prozesse, Strukturen, Unternehmenskultur, Technologien oder auch die Raum- und Gebäudegestaltung. Was sich bei jedem Projekt verändern muss, egal um welches Thema es geht, sind Einstellungen, Verhaltensweisen und Interaktionsmuster der Menschen in der Organisation. Change Management sollte daher immer darauf abzielen, Verhaltensänderungen zu unterstützen.
Das Selbstkonzept von Menschen wird heute stark durch ihre Arbeit und die Zugehörigkeit zu den Gruppen ihres Unternehmens geprägt. Change-Prozesse verändern, was man tut, und oft auch, mit wem man zusammenarbeitet. Dies kann die Identität der Betroffenen bedrohen, zu Stress führen und Unterstützung für den Wandel blockieren. Change ist somit identitätsrelevant und Verantwortliche sollten unterschiedliche Bedrohungen des Selbstkonzepts kennen und gezielt Maßnahmen einsetzen, um sie abzuschwächen.
Achtsam durch den Change
(2019)
In vielen Wirtschaftsunternehmen, aber auch in Institutionen wie Schulen oder Hochschulen haben Achtsamkeitsübungen Einzug gehalten. Die Forschungsprojekte und Publikationen dazu boomen und stoßen auf großes Interesse in der Öffentlichkeit. Man will beispielsweise wissen, wie sich Achtsamkeit auf die psychische und physische Gesundheit, das Konzentrationsvermögen, die Selbstund Emotionsregulation, die Entscheidungskompetenz, das Konfliktverhalten, die soziale und moralische Kompetenz, die Kreativität oder auch die Lernfähigkeit auswirkt. Da liegt es nahe zu fragen: Kann Achtsamkeit auch für das Change Management bedeutsam sein?