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Leaders’ Perception of Outcome Expectancy and Openness to Change during Organizational Change Processes

Schardt, Christina LU (2019) PSYP01 20191
Department of Psychology
Abstract
To compete on the global market many companies need to undergo fundamental organizational changes. However, many companies fail to make successful transformations. To identify the factors that contribute to a successful transformation, some researchers have focused on a micro perspective and investigated employees’ characteristics and attitudes (e.g., organizational commitment, readiness for change). An equally important, but less studied group of stakeholders are the leaders and their perceived attitude towards change. To examine leaders perceived attitudes towards change, a cross-sectional study with leaders (N = 69) on four different responsibility levels within one German media company was performed. Their assessment of the ongoing... (More)
To compete on the global market many companies need to undergo fundamental organizational changes. However, many companies fail to make successful transformations. To identify the factors that contribute to a successful transformation, some researchers have focused on a micro perspective and investigated employees’ characteristics and attitudes (e.g., organizational commitment, readiness for change). An equally important, but less studied group of stakeholders are the leaders and their perceived attitude towards change. To examine leaders perceived attitudes towards change, a cross-sectional study with leaders (N = 69) on four different responsibility levels within one German media company was performed. Their assessment of the ongoing change process (ACP) in their organization, openness to change (OC), and their outcome expectancy (OE) was assessed. One-way ANOVA or Kruskal-Wallis test showed no differences between the four different leadership groups regarding their scores on ACP, OC and OE with p > 0.05, respectively. Furthermore, Spearman rank correlations indicated significant relationships between ACP item “The aspired changes are necessary” and OC (rs = .47) and OE (between rs = .27 to rs = .38), and item “Short-term successes are made possible and are appreciated” and OC (rs = .29) and OE (between rs = .26 to rs = .31). Limitations regarding the representation of the data and methodological constraints are discussed. In conclusion, factors were identified that contribute to a successful change process but also need more attention during change processes and in future empirical research. (Less)
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author
Schardt, Christina LU
supervisor
organization
course
PSYP01 20191
year
type
H2 - Master's Degree (Two Years)
subject
keywords
organizational change, leaders, outcome expectancy, openness to change
language
English
id
8982397
date added to LUP
2019-06-18 11:35:39
date last changed
2019-06-18 11:35:39
@misc{8982397,
  abstract     = {{To compete on the global market many companies need to undergo fundamental organizational changes. However, many companies fail to make successful transformations. To identify the factors that contribute to a successful transformation, some researchers have focused on a micro perspective and investigated employees’ characteristics and attitudes (e.g., organizational commitment, readiness for change). An equally important, but less studied group of stakeholders are the leaders and their perceived attitude towards change. To examine leaders perceived attitudes towards change, a cross-sectional study with leaders (N = 69) on four different responsibility levels within one German media company was performed. Their assessment of the ongoing change process (ACP) in their organization, openness to change (OC), and their outcome expectancy (OE) was assessed. One-way ANOVA or Kruskal-Wallis test showed no differences between the four different leadership groups regarding their scores on ACP, OC and OE with p > 0.05, respectively. Furthermore, Spearman rank correlations indicated significant relationships between ACP item “The aspired changes are necessary” and OC (rs = .47) and OE (between rs = .27 to rs = .38), and item “Short-term successes are made possible and are appreciated” and OC (rs = .29) and OE (between rs = .26 to rs = .31). Limitations regarding the representation of the data and methodological constraints are discussed. In conclusion, factors were identified that contribute to a successful change process but also need more attention during change processes and in future empirical research.}},
  author       = {{Schardt, Christina}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{Leaders’ Perception of Outcome Expectancy and Openness to Change during Organizational Change Processes}},
  year         = {{2019}},
}