Abstract
The present study tested hypotheses derived from the path-goal theory of leadership concerning attitudes and behavior in an organizational change situation. Using an experimental simulation, the method of payment for 199 coding workers was changed from hourly to piece-rate, either by participation or initiating structure (i.e., direction). Results supported the influence of the type of change decision on change acceptance. Initiating structure in the strategic change decision (whether or not to implement a planned change) and participation in tactical decisions (how to implement the change) both increased change acceptance. An interaction effect was also observed with subjects in the directive strategy with participation tactics combination showing the largest change acceptance mean. However, initiating structure or participation in both decision types had minimal effect on performance. Theoretical and practical implications of the results were discussed.
| Original language | English |
|---|---|
| Pages (from-to) | 81-94 |
| Number of pages | 14 |
| Journal | Human Performance |
| Volume | 8 |
| Issue number | 2 |
| DOIs | |
| State | Published - 1 Jun 1995 |
Bibliographical note
Funding Information:This article is based in part on a doctoral dissertation submitted by Abraham Sagie to the Department of Psychology at Bar-Ilan University, Ramat-Gan, Israel. The study was financed by the Israel Foundations Trustees, Tel-Aviv, Israel. We thank two anonymous reviewers for their helpful comments and recommendations for improving the article.
Funding
This article is based in part on a doctoral dissertation submitted by Abraham Sagie to the Department of Psychology at Bar-Ilan University, Ramat-Gan, Israel. The study was financed by the Israel Foundations Trustees, Tel-Aviv, Israel. We thank two anonymous reviewers for their helpful comments and recommendations for improving the article.
| Funders | Funder number |
|---|---|
| Israel Foundations Trustees | |
| Tel-Aviv |