ABSTRACT

Leadership behaviour plays a key role in terms of change-related well-being and health impact. The objective of this study was to identify leadership determined circumstances which mitigate the potential detrimental effects of the individual job impact of organizational change on well-being outcomes. Based on the Job Demands-Resources Model we explicate two-way and three-way interactions between individual job impact and crucial resources during organizational change provided by leaders (role clarity and interpersonal justice). Specifically, we propose that the combination of these resources will attenuate the relationships between individual job impact and both psychological contract breach/violation and mental ill-health. Field survey data were gathered from 189 employees in a group of hospitals in Germany undergoing restructuring. Only the combination of low demands and high measures of either of the resources was related to favourable criterion levels, implying that the provision of resources is not enough to mitigate negative well-being impact. Rather the increase of demands has to be monitored in phases of change. With high individual job impact, psychological contract violation was low only when both role clarity and interpersonal justice were high (significant three-way interaction).

MAD statement

This article makes a difference by contributing to the discussion on the central buffering hypothesis of the JDR-M considering the specific context of organizational change. It highlights that drastic individual job impact of change is a particularly difficult scenario for employees in which single or even several combined resources provided by the leader might not be able to buffer followers’ unfavourable well-being impact. We add to change literature by focussing on ‘healthy leadership’ which is relatively underrepresented in research. Our results imply that individual job impact and well-being are important aspects in planning change processes beyond outcomes considered traditionally in Organizational Behaviour Literature.

摘要

领导行为在与变革相关的福祉和健康影响方面发挥着关键作用。本研究的目的是确定领导决定的情况，以减轻组织变革对个人工作影响对幸福结果的潜在不利影响。基于工作需求-资源模型，我们解释了在领导者提供的组织变革中个人工作影响与关键资源之间的双向和三向交互作用（角色明确和人际公平）。具体来说，我们建议这些资源的组合将减弱个人工作影响与心理契约违反/违反和心理健康状况之间的关系。实地调查数据是从德国正在进行重组的一组医院的 189 名员工中收集的。只有任一资源的低需求和高措施的组合与有利的标准水平相关，这意味着资源的提供不足以减轻负面福祉影响。相反，必须在变化的阶段监测需求的增加。只有当角色清晰和人际公平都高（显着的三向交互）时，个人工作影响高，心理契约违反才低。

疯狂声明

考虑到组织变革的特定背景，这篇文章通过对 JDR-M 的中央缓冲假设的讨论做出了贡献。它强调了变革对个人工作的巨大影响对于员工来说是一个特别困难的场景，在这种情况下，领导者提供的单个甚至几个组合资源可能无法缓冲追随者对福利的不利影响。我们通过关注在研究中相对较少代表的“健康领导”来增加改变文献。我们的结果意味着个人工作影响和福祉是规划变革过程的重要方面，超出了组织行为文献中传统考虑的结果。