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Leader Affect-Based Responses and their impact on Employee Readiness for Organizational Change
Rook, Sarah-Lynn (2025) Leader Affect-Based Responses and their impact on Employee Readiness for Organizational Change.
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| Abstract: | While leadership is often associated with strategic decision-making, this research analyzes how employees perceive their leaders’ affect-based responses to organizational change, specifically change acceptance, change proactivity, change disengagement, and change resistance. It also analyzes how these perceptions influence key components of employee change readiness, such as appropriateness, management support, change efficacy, and personal valence. The study further analyzes whether openness to change acts as a moderator in these relationships. Data is collected from 150 employees across multiple organizations with a structured online survey. Quantitative analyses are conducted to test the hypotheses. Results show that perceived negative affect-based responses from leaders reduce employee change readiness, especially in terms of appropriateness, change efficacy, and personal valence. In contrast, positive responses show weaker and more limited effects. The relationships between leader change acceptance and employee change efficacy and between leader change proactivity and employee change efficacy are only significant and positive for employees with high openness to change; a moderating effect is found. Implications and future directions are discussed. |
| Item Type: | Essay (Master) |
| Faculty: | BMS: Behavioural, Management and Social Sciences |
| Subject: | 85 business administration, organizational science |
| Programme: | Business Administration MSc (60644) |
| Link to this item: | https://purl.utwente.nl/essays/106757 |
| Export this item as: | BibTeX EndNote HTML Citation Reference Manager |
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