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Reducing employee resistance to organizational change: managerial influence tactics and leader-member exchange


Journal of Applied Psychology


Organisational Behaviour

Authors / Editors

Furst S A;Cable D M


Publication Year



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.

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