[雙語(yǔ)翻譯]領(lǐng)導(dǎo)風(fēng)格外文翻譯--領(lǐng)導(dǎo)風(fēng)格與組織變革過程（英文）

1、Leadership Organization Development Journal, Vol. 36 Iss 1 pp. 69-80 http:// dx.doi.org/10.1108/LODJ-07-2013-0107Maria J Mendez, John R. Busenbark, (2015),“Shared leadership and gender: all members are equal … but some

2、more than others“, Leadership Organization Development Journal, Vol. 36 Iss 1 pp. 17-34 http://dx.doi.org/10.1108/LODJ-11-2012-0147Simon C.H. Chan, W.M. Mak, (2014),“Transformational leadership, pride in being a followe

3、r of the leader and organizational commitment“, Leadership Organization Development Journal, Vol. 35 Iss 8 pp. 674-690 http://dx.doi.org/10.1108/LODJ-12-09-0076Access to this document was granted through an Emerald subs

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8、LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download.Downloaded by Professor Sten Olof Brenner At 08:52 10 February 2015 (PT)investigates mechanisms of

9、the change process. Knowledge of these mechanisms will have links to both practice and research. We place our study within the model of “change recipient reactions” proposed by Oreg et al. (2011). The model describes cha

10、nge as a process relating to four areas: Pre-change antecedents (recipient characteristics, internal context), change antecedents (change process, perceived benefit/harm, and change content), explicit reactions (affectiv

11、e, cognitive, and behavioural reactions), and change consequences (work-related and personal consequences). We respond to the call of Semmer (2006) for evaluations of change and intervention processes by focusing exclusi

12、vely on the change process, that is, the relationship between antecedents and explicit reactions. Few empirical studies have investigated positive recipient reactions to organizational change, with the majority focusing

13、on where change goes wrong (Oreg et al., 2011). While much can certainly be learned from negative processes, the aim of our study in contrast is to investigate the processes antecedent to a positive development in follow

14、ers’ appraisal of change. Within this aim, we study the relationships between leadership styles (transformational and transactional) and followers’ appraisal of change – both directly and indirectly through manager engag

15、ement. We do so within two Danish organizations, tracking the planned implementation of team organization at two different times. Our study potentially feeds into a best practice discussion.Developing positive appraisals

16、 of change Within change reaction research, studies have focused on the first and last stages of the change recipient reactions model, i.e. pre-change antecedents (e.g. cognitive and affective anticipation and readiness

17、for change) (Oreg et al., 2011) and consequences of change (e.g. job satisfaction, job involvement, intention to quit and depression, and other health problems) (Grunberg et al., 2008). The present paper considers neithe

18、r pre-change antecedents nor consequences of change, but focuses instead on the intermediate phases of change, i.e. change antecedent and explicit reactions to change. Through our change process perspective, we investiga

19、te followers’ attitudes (Oreg, 2006; Rafferty and Griffin, 2006) and reactions to change (Parish et al., 2008). We add to prior research by investigating the role of leadership (style and engagement) in developing positi

20、ve appraisals of change. We do so by exploring both cognitive and behavioural developments via the concept of follower’s appraisal of change. Contrary to most change research focusing on the negative aspects of change, o

21、ur concept of change appraisal specifically tracks positive developments of attitudes towards the change, attitudes towards the manager, and changes in behaviour related to routines and procedures, work methods, and trad

22、itions. Our study focuses exclusively on the perceptions and evaluations of followers. However, followers are not only recipients of change – they also impact the change process (Whelan-Berry et al., 2003) and its outcom

23、es. (Mack et al., 1998). Thus, followers’ positive change appraisal seems a prerequisite for a successful change process and long-lasting, positive effects of change in individuals and organizations.Leadership styles and

24、 manager change engagement Transformational leadership style is characterized by four factors: idealized influence/ charisma, inspirational motivation, intellectual stimulation, and individual consideration (Bass, 1985).

25、 Transformational leaders act as role models, create a sense of identification with a shared vision, instil pride and faith in followers, inspire3Leadership styleDownloaded by Professor Sten Olof Brenner At 08:52 10 Febr