We explore the roles of leaders’ coping style and organization members’ emphasis on stability in predicting leaders’ initiation of changes in their organizations. Specifically, we hypothesized that leaders’ problem-focused style will be positively, and emotion-focused style negatively, related to the initiation of change. We further proposed that organization members' emphasis on stability will moderate the effect of leaders’ problem-focused style. We tested our model using time-lagged data from 75 school principals and 495/409 (Time 1/Time 2) teachers. Our results support the moderating role that the emphasis on stability has on the effect of problem-focused coping on leaders’ initiation of changes and provide some support for the negative effect of emotion-focused coping. Our findings complement the psychological literature on recipients of change with psychological insights about the factors that make leaders become change agents.
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