Charisma attribution during organizational change: the importance of followers' emotions and concern for well-being

Chapter 5 discusses work stress and coping in organizations. It reviews the coping literature focusing on the workplace, presents a framework for the study of coping in organizations (including the organizational environment, cognitive appraisal, individual stress and coping behaviours). It discusses managerial health and well-being, the psychological effects of organizational change, and draws conclusions about coping with work stress.

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Organizational Posttraumatic Growth: Thriving After Adversity

The Journal of Applied Behavioral Science ◽

10.1177/0021886320931119 ◽

2020 ◽

pp. 002188632093111

Author(s):

Benjamin N. Alexander ◽

Bruce E. Greenbaum ◽

Abraham B. (Rami) Shani ◽

Yoram Mitki ◽

Arik Horesh

Keyword(s):

Organizational Change ◽

Posttraumatic Growth ◽

Traumatic Events ◽

Well Being ◽

Future Research ◽

Trauma Research ◽

Individual Level ◽

Senior Leader ◽

Organization Level ◽

Organizational Trauma

This research explores organizational trauma and the phenomenon of organizational posttraumatic growth (OPTG). Many organizations experience traumatic events, events that disrupt core organizational activities. While some affected organizations never recover their prior level of well-being, others surpass their pretrauma state. This research explores this phenomenon by examining how one organization, which was traumatized by a substantial theft committed by a senior leader, emerged transformed and stronger. In the exploration of this intriguing phenomenon, we extend individual-level trauma research to the organization level to address how OPTG occurs. We draw on these findings to chart paths for future research on OPTG and organizational change and consider their implications for development and change practitioners in organizations experiencing trauma.

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Attributes of the Organizational Change and Its Influence on Attitudes Toward Organizational Change and Well-Being at Work: A Longitudinal Study

The Journal of Applied Behavioral Science ◽

10.1177/0021886319865277 ◽

2019 ◽

Vol 56 (2) ◽

pp. 216-236

Author(s):

Vanessa de Fátima Nery ◽

Kettyplyn Sanches Franco ◽

Elaine Rabelo Neiva

Keyword(s):

Organizational Change ◽

Perceived Risk ◽

Well Being ◽

Organization Change ◽

Risk Level ◽

Negative Cognitions ◽

Positive Effects ◽

Attitudes Toward Change ◽

The Relationship

This study investigates the role of attributes of organizational change and attitudes toward change as antecedents of well-being at work and how these antecedents vary over the course of an organizational change. Drawing on cognitive theories (a) organization change planning, (b) perceived risk level, and (c) attitudes toward organizational change are examined as antecedents. Attitudes toward change have also been tested as mediators in the relationship between change attributes and well-being. Hypotheses are tested in a three-wave study of 505, 390, and 348 respondents in each wave, involving employees from a Brazilian public organization undergoing a strategic reorientation toward continuous improvement. Attitudes toward change had stable positive effects in each wave, conducted 12, 24, and 48 months after the change was initiated. This study corroborates the findings that uncertainty and risk contribute to the formation of negative cognitions and feelings throughout the process of organizational change but do not necessarily result in discomfort in relation to the work and the organization. The effects of both planning for the change and the perceived risk level were not moderated by time. The results of this study do not support the idea of gradual shifts and discontinuous information processing in employee’s cognitive models. On the contrary, it is possible to conclude that perceptions have been confirmed over time. Implications for managing employee reactions and well-being in different phases of change are discussed.

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Results-oriented versus Process-oriented Human Service Organizations

10.1093/oso/9780190455286.003.0010 ◽

2018 ◽

Author(s):

Anthony L. Hemmelgarn ◽

Charles Glisson

Keyword(s):

Organizational Change ◽

Mental Models ◽

Goal Setting ◽

Human Service ◽

Human Service Organizations ◽

Well Being ◽

Service Organizations ◽

Implicit Beliefs ◽

Case Examples ◽

Process Oriented

This chapter explains the ARC principle of being results oriented versus process oriented. The results-oriented principle requires that human service organizations evaluate performance based on how much the well-being of clients improves. The principle addresses deficits in service caused by the conflicting priority of evaluating performance with process criteria such as the number of clients served, billable service hours, or the extent to which bureaucratic procedures such as the completion of paperwork are followed. Results-oriented organizations are described in detail, including case examples from decades of organizational change efforts by the authors in human service organizations. The chapter documents the importance of results-oriented approaches and underlying implicit beliefs to help the reader understand how mindsets and mental models shared among organizational members influence results-oriented approaches and effectiveness in practice. Supporting research, including feedback and goal-setting research are highlighted.

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