[雙語(yǔ)翻譯]領(lǐng)導(dǎo)風(fēng)格外文翻譯--領(lǐng)導(dǎo)風(fēng)格與組織變革過程

1、5700 英文單詞， 英文單詞，3.3 萬英文字符，中文 萬英文字符，中文 1 萬字 萬字文獻(xiàn)出處： 文獻(xiàn)出處：Holten A L, Brenner S O. Leadership style and the process of organizational change[J]. Leadership positive for transformational leadership and negative for transac

2、tional leadership.Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement.Originality

3、/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.Keywords：Change, Structural equation modelling, Transformational le

4、adership, Change process, Recipient change reaction, Transactional leadershipOrganizational change has become the rule rather than the exception for many organizations (Kieselbach et al., 2009). At the organizational lev

5、el, change has been associated with intention to quit (Holt et al., 2007; Oreg, 2006), absenteeism (Martin et al., 2005), reduced productivity, and increased health care expenses (Mack et al., 1998). At the individual le

6、vel, change has been found to influence time pressure, psychological well-being (Probst, 2003), job satisfaction (Amiot et al., 2006; Holt et al., 2007; Oreg, 2006), and stress (Axtell et al., 2002). Accordingly, organiz

7、ational change is associated with a series of potentially negative outcomes for both organizations and individuals.Given the increase in frequency and range of organizational change, it appears pertinent to investigate p

8、rocesses which may contribute to positive reactions to change. While much change literature focuses on the effects of change, our study exclusively investigates mechanisms of the change process. Knowledge of these mechan

9、isms will have links to both practice and research. We place our study within the model of “change recipient reactions” proposed by Oreg et al. (2011). The model describes change as a process relating to four areas: Pre-

10、change antecedents (recipient characteristics, internal context), change antecedents (change process, perceived benefit/harm, and change content), explicit reactions (affective, cognitive, and behavioural reactions), and

11、 change consequences (work-related and personal consequences). We respond to the call of Semmer (2006) for evaluations of change and intervention processes by focusing exclusively on the The literature on transformati

12、onal-transactional leadership discusses whether gender and organization type entail certain response trends. While female managers are found to be more transformational (Bass, 1999; Eagly et al., 2003), research on gende

13、r dyads shows that female managers’ female followers report higher levels of transformational leadership than their male counterparts (Ayman et al., 2009). Contrary to their hypotheses, Lowe et al. (1996) find that trans

14、formational leadership and one element of transactional leadership (management-by-exception) are more commonly reported in public organizations. The authors discuss whether these findings reflect a difference in enacted

15、transformational leadership, in functional demands, or in operational evaluation standards in private organizations.Management behaviour influences the well-being of followers (Skakon et al., 2010), influence that also h

16、olds true during organizational change, in which managers play important roles both as drivers of change and role models (Kieselbach et al., 2009). Organizational change research has found that positive reactions towards

17、 change are produced if management is change competent, has a participative, informative approach, and is perceived as fair (Oreg et al., 2011). Managers are thus important change agents, facilitating the success of orga

18、nizational change and influencing the degree to which followers embrace change (Armenakis et al., 2007). We specifically investigate the role of leadership style and change engagement in the process of developing such po

19、sitive appraisals of change by followers.Transformational leadership is an appropriate leadership style for dealing with organizational change (Bass and Riggio, 2006; Eisenbach et al., 1999). Transformational leadership

20、facilitates how followers cope with change (Callan, 1993) and bolsters followers’ commitment, self-efficacy, and empowerment during change (Bommer et al., 2005). Transformational and transactional leadership styles are s

21、eparate yet complementary (Bass, 1985). According to the augmentation effect theory, transformational leadership is at the base of and adds to the effect of transactional leadership (Bass, 1999; Avolio, 1999).During chan

22、ge, charismatic (transformational) leadership provides a psychological focal point for followers by offering a role model who demonstrates desired actions. Instrumental (transactional) leadership ensures compliance and c

23、onsistency with the commitment generated by the charismatic (transformational) leadership behaviour (Nadler and Tushman, 1989).The construct of engagement describes a positive state of work-related well-being characteriz

24、ed by three elements: vigour, dedication, and absorption (Bakker et al., 2008). Engagement has typically been researched in relation to followers (Bakker et al., 2011). However, recently one study on school principals ha

25、s studied engagement at managerial level (Bakker and Xanthopoulou, 2013). We extend current engagement research in two ways: First, by applying the concept to managers, thereby representing an emerging trend of studying

26、manager engagement, and second by investigating change engagement specifically.Our concept of change engagement consequently targets the enacted change-related behaviours and attitudes, comprising elements of participati

27、on, information delivery, and commitment as perceived by followers.Indirect mechanisms in followers’ change appraisalTo achieve successful change, managers should seek to align their espoused and enacted values (Eisenbac

28、h et al., 1999). Such alignment would in Simons’ (1999, 2002) terminology be defined as behavioural integrity. Within the behavioural integrity theory, we see transformational and transactional leadership styles as trans