Local government managers’ change-oriented leadership and employees’ change-supportive behaviour during covid-19: Utilizing the theory of planned behaviour
By: Potipiroon, Wisanupong and Thawornprasert, Worasan
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BookPublisher: Asia Pacific Journal of Public Administration Description: 46(2), Jun, 2024: p.139-158.Subject(s): Change-Oriented Leadership, Change-Supportive Behaviour, Public Leaders, Psychological Mechanisms, Boundary Conditions, Theory of Planned Behaviour, Value-Congruence Model, COVID-19 Pandemic, Local Government, Thailand, Structural Equation Modelling, Attitude for Change, Perceived Climate for Change, Self-Efficacy, Value Congruence, Employee Motivation, Leadership Influence, Behavioural Mediation, Government Employees, Organisational Change
In:
Asia Pacific Journal of Public AdministrationSummary: Past research has provided important insights on the role of public leaders in fostering employees’ change-related behaviour, but the psychological mechanisms and boundary conditions underlying this relationship remain unclear. This research relies on the theory of planned behaviour and the value-congruence model to shed light on when and how local government managers’ change-oriented leadership influences employees’ change-supportive behaviour during the COVID-19 pandemic. Based on survey data collected from 758 local government employees in Thailand, our structural equation modelling analyses revealed that local government managers’ change-oriented leadership had a positive relationship with employees’ change-supportive behaviour via the mediating roles of employees’ attitude for change, perceived climate for change and self-efficacy for change. Furthermore, perceived value congruence between managers and employees was found to enhance the indirect relationship between change-oriented leadership and change-supportive behaviour. This research highlights the importance of change-oriented leadership and value alignment in fostering change-related behaviours among government employees.- Reproduced
https://www.tandfonline.com/doi/full/10.1080/23276665.2023.2207833
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Articles
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Indian Institute of Public Administration | 46(2), Jun, 2024: p.139-158 | Available | AR132328 |
Past research has provided important insights on the role of public leaders in fostering employees’ change-related behaviour, but the psychological mechanisms and boundary conditions underlying this relationship remain unclear. This research relies on the theory of planned behaviour and the value-congruence model to shed light on when and how local government managers’ change-oriented leadership influences employees’ change-supportive behaviour during the COVID-19 pandemic. Based on survey data collected from 758 local government employees in Thailand, our structural equation modelling analyses revealed that local government managers’ change-oriented leadership had a positive relationship with employees’ change-supportive behaviour via the mediating roles of employees’ attitude for change, perceived climate for change and self-efficacy for change. Furthermore, perceived value congruence between managers and employees was found to enhance the indirect relationship between change-oriented leadership and change-supportive behaviour. This research highlights the importance of change-oriented leadership and value alignment in fostering change-related behaviours among government employees.- Reproduced
https://www.tandfonline.com/doi/full/10.1080/23276665.2023.2207833
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