1、5700 英文单词， 3.3 万英文字符 ， 中文 1 万字 文献出处： Holten A L, Brenner S O. Leadership style and the process of organizational changeJ. Leadership & Organization Development Journal, 2015, 36(1): 2-16. Leadership style and the process of organizational change Ann-Louise Holten； Sten Olof Brenner Abstract Purpose
2、The purpose of this paper is to identify processes which may contribute to followers positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformatio
3、nal and transactional) and followers appraisal of change through manager engagement. Design/methodology/approach Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were
4、analyzed using structural equation modelling. Findings Transformational and transactional leadership styles were positively related to the engagement of managers. Managers engagement was associated with followers appraisal of change. The two leadership styles also had a direct, long-term effect on f
5、ollowers change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications The results have potential implications for change management, as followers change appraisal may be improved by developing managers leadership style and engagement. O
6、riginality/value This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers change appraisal. Keywords： Change, Structural equation modelling, Transformational leadership, Change process, Recipient change reaction, Transactional leadership Organizational change has become the rule rather than the exception for many organizations (Kieselbach et al., 2009). At the organizational level, change has been associate
