Who Needs Leaders the Most? The Interactive Effect of Leadership and Core Self-Evaluations on Commitment to Change in the Public Sector
Year: 2012
Type: article
Study design: Observational Study
Abstract: 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
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2148709782