ABSTRACT We examined the malleability of two frequently-cited attitudes toward change and their relationship with transformational leadership using a repeated measures design for two time points separated by six to eight months in two organizations (N = 165). Readiness for a specific change (state-readiness) together with generalized resistance to change (trait-resistance) were measured. State-readiness showed a significant correlation between time points (r = .50) and a significant increase over time. In contrast, trait-resistance did not show a significant change over time but did show a significant correlation between time points (r = .62). Transformational leadership was correlated with state-readiness at both Time 1 (r = .46) and Time 2 (r = .47) but was not correlated with trait-resistance at either time point. A hierarchical regression revealed that the variables for organization, state-readiness at Time 1, trait-resistance at Time 2, and transformational leadership at Time 2 additively explained 46.5% of variance in state-readiness at Time 2. The results are discussed with respect to their implications for change management theories. MAD statement Leaders are thought to play a key role in influencing employees to implement an organizational change. Less is known whether leaders, who use transformational behaviours, will have a short-term and/or longer lasting influence on employee attitudes toward change. A survey of employees at two time points several months apart revealed that transformational leadership had a significant concurrent, but not lasting, association with attitudes toward a specific change. Consequently, sizeable initial leadership efforts to shape employee attitudes that are not sustained may be wasted. However, these results also mean that mistakes in leadership at the start of a change may be correctable over the course of implementation.

中文翻译：

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对变革和变革型领导的态度：一项纵向研究

摘要我们在两个组织（N = 165）中使用两个六个月至八个月的时间间隔的重复测量设计，研究了两种经常被提及的变革态度的可塑性及其与变革型领导的关系。测量特定更改的准备状态（状态准备状态）以及广义的更改阻力（特征抵抗）。状态就绪状态显示时间点之间的显着相关性（r = .50），并且随着时间的推移显着增加。相比之下，特质抗性并未显示出随时间的显着变化，但确实显示了时间点之间的显着相关性（r = 0.62）。在时间1（r = 0.46）和时间2（r = 0.47）上，变革型领导与状态准备相关，但在任一时间点与特质抗性均不相关。分层回归显示，组织变量，时间1的状态准备状态，时间2的特质抵抗性和时间2的转型领导力加起来解释了时间2的状态准备性方差的46.5％。对变革管理理论的意义。MAD声明领导者被认为在影响员工实施组织变革中起着关键作用。很少有人知道采用变革性行为的领导者是否会对员工的变革态度产生短期和/或长期影响。对相隔数月的两个时间点的员工进行的一项调查显示，变革型领导与并发但并非持久地与对特定变革的态度相关联。所以，可能会浪费大量的初始领导力来塑造员工无法持续的态度。但是，这些结果还意味着，变更开始时领导层的错误可能在实施过程中可以纠正。