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The authors begin with the understanding that "organizations are cooperative systems that rely on the willingness of members to behave in ways that support the organization" (p. 453). They use attribution theory to develop their hypotheses regarding not only how influence tactics affect employee resistance to change, but also the ways these relationships are moderated by the leader-member exchange.
A total of 167 employee surveys, from two different companies entitled OIL and BANK to protect their anonymity, were received and analyzed. It was found that most change efforts fail to reach the objectives. Reconciling past findings, Furst and Cable (2008) surmise that for managerial influence tactics to be effective, the leader-member exchange had to be strong. Employees used the quality of their relationship with their management to determine the intent and meaning of the influence tactics being utilized. When high levels of leader-member exchange is available, employees exhibited lower resistance to ingratiation tactics. Low levels...
However, interestingly, high levels of leader-member exchange did not reduce the resistance to these two 'hard' methods of managerial influence.
In the end, it was surmised that managers need to consider the relationship they have with specific employees, when determining how best to influence their employees, in an effort to reducing resistance to change. Where a strong leader-member exchange can help reduce resistance via the use of ingratiation techniques, the use of sanctions and legitimization likely will not have the same effect.
References
Furst, S. & Cable, D. (2008). "Employee resistance to organizational change: Managerial influence tactics and leader-member exchange." Journal of Applied Psychology, 93(2). p. 453-462.
Rafferty, a. & Griffin, M. (2006). "Perceptions of organizational change: A stress and coping perspective." Journal of Applied Psychology, 91(5). p. 1154-1162.
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