Matchmaking in organizational change: Does every employee value participatory leadership? An empirical study

Abstract

Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be contingent on employees' orientation toward leadership. In our empirical study in two police organizations, we find evidence that followers' orientation toward leadership is a useful interacting variable. Participative leadership lowers affective commitment to change for individuals with high dominance orientation. In contrast, participative leadership increases affective commitment to change for employees with high development orientation toward leadership. Implications for theory and practice are discussed.

Leading Networks Effectively: Literature Review and Propositions

“…Participative leadership is often explained as the style or behaviors of focal leaders who encourage their network members to participate in decision‐making processes, for example by consulting them or taking their views into account when making decisions (House, 1996). A relatively large part of the research was quantitative in nature and focused on the outcomes of participative leadership, such as team performance (Lam, Huang, & Chan, 2015; Lorinkova, Pearsall, & Sims, 2013; Rogiest, Segers, & van Witteloostuijn, 2018).…”

A Moderat ed Mediat ion model of t he Relat ionship between Part icipat ory Decision-making and Team Performance in Hotel Industry

“…Leader-oriented leadership uses directives, does not allow members to participate, and has many areas of authority. Subordinate-oriented leadership allows members to have many areas of discretion, such as the encouragement of group discussions or collective decision-making (Rogiest et al, 2018;Esmaili et al, 2020). PDM related to a hotel enterprise may be explained in the mindset of a member who can pursue the goals of the hotel enterprise based on his/her will and give trust to the leader.…”

Top Management’s Communication and Employees’ Commitment to Change: The Role of Perceived Procedural Fairness and Past Change Experience

“…The opportunity to participate in restructuring increases employees’ opportunities to establish fair procedures themselves (Kernan & Hanges, 2002; Xu et al, 2016). In addition, interaction with top management challenges employees not to evaluate change based on predispositions (Rogiest et al, 2018). Participatory change communication facilitates the development of a mutual understanding of change through two-sided interactions, instead, which is not part of programmatic communication (Helpap, 2016).…”