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Journal cover: Leadership & Organization Development Journal

Leadership & Organization Development Journal

ISSN: 0143-7739
Incorporates: Participation and Empowerment: An International Journal

Online from: 1980

Subject Area: Organization Studies

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Facilitating organizational change: a test of leadership strategies


Document Information:
Title:Facilitating organizational change: a test of leadership strategies
Author(s):Daniel T. Holt, (Department of Systems and Engineering Management, Air Force Institute of Technology, Wright Patterson AFB, Ohio, USA), Dennis R. Self, (Department of Management, Troy State University, Fort Benning, Georgia, USA), Alfred E. Thal, Jr, (Department of Systems and Engineering Management, Air Force Institute of Technology, Wright Patterson AFB, Ohio, USA), Steven W. Lo, (Department of Systems and Engineering Management, Air Force Institute of Technology, Wright Patterson AFB, Ohio, USA)
Citation:Daniel T. Holt, Dennis R. Self, Alfred E. Thal, Jr, Steven W. Lo, (2003) "Facilitating organizational change: a test of leadership strategies", Leadership & Organization Development Journal, Vol. 24 Iss: 5, pp.262 - 272
Keywords:Change management, Influence, Leadership, Organizational change, Participative management, Surveys
Article type:Research paper
DOI:10.1108/01437730310485761 (Permanent URL)
Publisher:MCB UP Ltd
Abstract:A sample of 339 employees embroiled in a major organizational change completed a survey that was designed to explore how specific change messages (e.g. appropriateness, valence, and management support) and change facilitation strategies (participation and training) relate to the perceptions of the change benefits and quality of information conveyed. Results indicated that appropriateness and extrinsic valence were strong predictors of perceptions of change benefits while supervisor support and extrinsic valence most influenced perceptions of information quality. Results further indicated that participation and training were related to perceptions of information quality. However, contrary to our expectations, participation was inversely related to the benefits of the change. These results are discussed in terms of their implications for practitioners and researchers.



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