The effect of change leadership on employee attitudinal support for planned organizational change

Purpose The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change. Design/methodology/approach Using a non-experimental quantitative research design, and self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant Data analysis was by structural equation modeling (SEM). Findings Change behaviors bearing on; visioning, communication, participation, concern participants' interests were found be importance ensuring buy-in efforts. Although had no direct effect on employees' behavioral intentions change, it strongly related cognitive appraisal relationship between serially mediated emotional response toward event. Practical implications In appraising efforts, managers tend focus instead conditions that drive such behaviors. This underscores need attitudes as precursors desired behavior Originality/value Prior suggests affect attitudinal reactions but yet lacked empirical validation. By applying multidimensional approach attitude investigating its hierarchy effects, enhanced our accuracy explaining influence has