Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change
基于372名员工的两波纵向数据，研究发现变革型领导行为能降低员工对组织变革的犬儒主义态度，且因果关系方向一致。
Abstract Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual‐level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational leader behaviors, and then hypothesized to influence employees' cynicism about organizational change (CAOC). A combination of social learning theory, and communication research served as the theoretical rationale to explain transformational leadership's hypothesized effects. As posited, transformational leader behaviors (TLB) generally were associated with lower employee CAOC. Further, the direction of causality was consistent in suggesting that the TLB reduced employee CAOC. A discussion concerning the ethical use of TLBs and recommendations for future research are provided. Copyright © 2005 John Wiley & Sons, Ltd.