Employee resistance to organizational change: Managerial influence tactics and leader-member exchange.

Abstract

The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways in which these relationships are moderated by leader-member exchange. Results, which are based on multisource data, suggest that employee resistance reflects both the type of influence a manager uses and the strength of leader-member exchange.

Leadership and Organizational Change: Some Perspective from the Basics

“…They tend to show correlatives with the level of resistance to the organization change. Another variable, LMX, also shows a strong correlative with the level where the high LMX increases the effect of tools, in all scope (Furst S.A. & Cable, D.M., 2008). The low LMX would, in general, saw a contrary consequence to reduce the effect of each tool (Furst S.A. & Cable, D.M.…”

“…One article draws a critical correlation between the resistance of change and leader-manager exchange (LMX) (Furst S.A. & Cable, D.M., 2008). The leaders generally utilize many tools of managerial influence in order to combat any employee resistance against his change plan that he intends to implement.…”

“…Most extant research show how each tactics could affect the extent of resistance, but the author saw that there is no scholarship to connect the factor of LMX with the extent of effect that the tools can make. D. Cable, in his article, employed four types of managerial influence, which include a sanction, legitimatization, ingratiation and consultation (Furst S.A. & Cable, D.M., 2008). They tend to show correlatives with the level of resistance to the organization change.…”

“…They were a carnivore to pursue dollars for more clients and bigger contingent attorney fees. A "give and take" interaction was guaranteed to create the trust and empowerment (Furst S.A. & Cable, D.M., 2008).…”

“…As the student researchers should know it, it is imperative. For the faculty, it is pertinent with the concept of lifetime learning (Furst S.A. & Cable, D.M., 2008). It is open to local public through the extension of CU, which enabled to make a lifetime learner.…”