Resistance to Change: The Moderating Effects of Leader-Member Exchange and Role Breadth Self-Efficacy

The prevalence of resistance during change initiatives is well recognized in the change management literature. The implementation of the lean production system is no exception. It often requires substantial changes to processes and the way people work. As such, understanding how to manage this resistance is important. One view argues that the extent of resistance during change depends on the characteristics of the change process. This view posits that resistance can be reduced if organizations manage information flow, create room for participation and develop trust in management. In addition, this paper also proposes that is Leader-Member Exchange (LMX) and Role Breadth Self-Efficacy (RBSE) moderate the effect on the employees’ resistance to change. 