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Employee resistance to organizational change: managerial influence tactics and leader-member exchange
Stacie A Furst1, Daniel M Cable
1Center for Organizational Leadership, University of Cincinnati, Cincinnati, OH 45221-0094, USA. Stacie.Furst@uc.edu
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.
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