title: Employee resistance to organizational change: managerial influence tactics and leader-member exchange.
abstract: The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways in which these relationships are moderated by leader-member exchange. Results, which are based on multisource data, suggest that employee resistance reflects both the type of influence a manager uses and the strength of leader-member exchange.
authors: Center for Organizational Leadership, University of Cincinnati, Cincinnati, OH 45221-0094, USA. Stacie.Furst@uc.edu
authors: Stacie A
authors: SA
authors: Furst
authors: Daniel M
authors: DM
authors: Cable
mesh_terms: D000328:Adult; D001290:Attitude; D005260:Female; D006801:Humans; D007398:Interpersonal Relations; D007857:Leadership; D008297:Male; D009936:Organizational Innovation; D010559:Personnel Management; D017132:Workplace