Attitudes toward Change and Transformational Leadership: A Longitudinal Study

ABSTRACT We examined the malleability of two frequently-cited attitudes toward change and their relationship with transformational leadership using a repeated measures design for two time points separated by six to eight months in two organizations (N = 165). Readiness for a specific change (state-readiness) together with generalized resistance to change (trait-resistance) were measured. State-readiness showed a significant correlation between time points (r = .50) and a significant increase over time. In contrast, trait-resistance did not show a significant change over time but did show a significant correlation between time points (r = .62). Transformational leadership was correlated with state-readiness at both Time 1 (r = .46) and Time 2 (r = .47) but was not correlated with trait-resistance at either time point. A hierarchical regression revealed that the variables for organization, state-readiness at Time 1, trait-resistance at Time 2, and transformational leadership at Time 2 additively explained 46.5% of variance in state-readiness at Time 2. The results are discussed with respect to their implications for change management theories. MAD statement Leaders are thought to play a key role in influencing employees to implement an organizational change. Less is known whether leaders, who use transformational behaviours, will have a short-term and/or longer lasting influence on employee attitudes toward change. A survey of employees at two time points several months apart revealed that transformational leadership had a significant concurrent, but not lasting, association with attitudes toward a specific change. Consequently, sizeable initial leadership efforts to shape employee attitudes that are not sustained may be wasted. However, these results also mean that mistakes in leadership at the start of a change may be correctable over the course of implementation.