Lily Syfers , David E. Rast III , Amber M. Gaffney
{"title":"这不会改变我们:领导人使用连续性修辞来促进集体变革","authors":"Lily Syfers , David E. Rast III , Amber M. Gaffney","doi":"10.1016/j.jesp.2023.104550","DOIUrl":null,"url":null,"abstract":"<div><p>Although leaders are frequently tasked with initiating and implementing social and organizational change, facilitating widespread support for change initiatives is often challenging. One source of change resistance stems from perceptions that the change will fundamentally alter the authentic group identity. Leaders who are deemed legitimate representations of the group identity (i.e., group prototypical) are trusted to protect the “true” group identity and tend to be more successful change leaders than leaders who are perceived to be poor representations of the group identity (i.e., non-prototypical). Three experiments (total <em>N</em> = 989) tested the proposition that non-prototypical leaders can use rhetoric that promotes collective identity continuity to increase self-uncertain group members' support for change initiatives. Across two experiments, self-uncertain participants were more supportive of change initiatives proposed by a non-prototypical leader who used rhetoric emphasizing continuity of, rather than change to, the authentic group identity. In the third experiment, support for the hypotheses was only found after exploratory analyses excluded 27% of the sample. Thus, this work indicates that non-prototypical leaders who use continuity rhetoric may be able to leverage their group members’ uncertainty during change initiatives to improve their group’s support for the change. However, future work is needed to examine the strength and generalizability of these findings across different organizational contexts.</p></div>","PeriodicalId":48441,"journal":{"name":"Journal of Experimental Social Psychology","volume":null,"pages":null},"PeriodicalIF":3.2000,"publicationDate":"2023-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"This will not change us: Leader's use of continuity rhetoric to promote collective change\",\"authors\":\"Lily Syfers , David E. Rast III , Amber M. Gaffney\",\"doi\":\"10.1016/j.jesp.2023.104550\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div><p>Although leaders are frequently tasked with initiating and implementing social and organizational change, facilitating widespread support for change initiatives is often challenging. One source of change resistance stems from perceptions that the change will fundamentally alter the authentic group identity. Leaders who are deemed legitimate representations of the group identity (i.e., group prototypical) are trusted to protect the “true” group identity and tend to be more successful change leaders than leaders who are perceived to be poor representations of the group identity (i.e., non-prototypical). Three experiments (total <em>N</em> = 989) tested the proposition that non-prototypical leaders can use rhetoric that promotes collective identity continuity to increase self-uncertain group members' support for change initiatives. Across two experiments, self-uncertain participants were more supportive of change initiatives proposed by a non-prototypical leader who used rhetoric emphasizing continuity of, rather than change to, the authentic group identity. In the third experiment, support for the hypotheses was only found after exploratory analyses excluded 27% of the sample. Thus, this work indicates that non-prototypical leaders who use continuity rhetoric may be able to leverage their group members’ uncertainty during change initiatives to improve their group’s support for the change. However, future work is needed to examine the strength and generalizability of these findings across different organizational contexts.</p></div>\",\"PeriodicalId\":48441,\"journal\":{\"name\":\"Journal of Experimental Social Psychology\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.2000,\"publicationDate\":\"2023-10-19\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Experimental Social Psychology\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://www.sciencedirect.com/science/article/pii/S0022103123001075\",\"RegionNum\":2,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"PSYCHOLOGY, SOCIAL\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Experimental Social Psychology","FirstCategoryId":"102","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0022103123001075","RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"PSYCHOLOGY, SOCIAL","Score":null,"Total":0}
This will not change us: Leader's use of continuity rhetoric to promote collective change
Although leaders are frequently tasked with initiating and implementing social and organizational change, facilitating widespread support for change initiatives is often challenging. One source of change resistance stems from perceptions that the change will fundamentally alter the authentic group identity. Leaders who are deemed legitimate representations of the group identity (i.e., group prototypical) are trusted to protect the “true” group identity and tend to be more successful change leaders than leaders who are perceived to be poor representations of the group identity (i.e., non-prototypical). Three experiments (total N = 989) tested the proposition that non-prototypical leaders can use rhetoric that promotes collective identity continuity to increase self-uncertain group members' support for change initiatives. Across two experiments, self-uncertain participants were more supportive of change initiatives proposed by a non-prototypical leader who used rhetoric emphasizing continuity of, rather than change to, the authentic group identity. In the third experiment, support for the hypotheses was only found after exploratory analyses excluded 27% of the sample. Thus, this work indicates that non-prototypical leaders who use continuity rhetoric may be able to leverage their group members’ uncertainty during change initiatives to improve their group’s support for the change. However, future work is needed to examine the strength and generalizability of these findings across different organizational contexts.
期刊介绍:
The Journal of Experimental Social Psychology publishes original research and theory on human social behavior and related phenomena. The journal emphasizes empirical, conceptually based research that advances an understanding of important social psychological processes. The journal also publishes literature reviews, theoretical analyses, and methodological comments.