Who Needs Leaders the Most? The Interactive Effect of Leadership and Core Self-Evaluations on Commitment to Change in the Public Sector
Journal
International Public Management Journal
ISSN
1096-7494
Type
journal article
Date Issued
2012
Author(s)
Abstract (De)
The purpose of this article is to shed light on an understudied topic in public administration, namely, commitment to organizational change. Specifically, this study examines the extent to which the quality of the relationship between employees and their managers positively influences employees' commitment to change. Further, it investigates whether this relationship varies as a function of a person's core self-evaluations, that is, the valence of a person's self-regard. Evidence from a multivariate regression analysis in a public sector organization at the local level in the UK revealed that individuals who have high-quality relationships with their managers are more likely to be accepting of change; this is especially true for individuals with lower levels of core self-evaluations. Implications for theory and practice are discussed.
Language
English
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
JAI Press
Volume
15
Number
2
Start page
160
End page
185
Subject(s)
Division(s)
Eprints ID
269319