How Change-related Unethical Leadership Triggers Follower Resistance to Change: A Theoretical Account and Conceptual Model

Abstract

ABSTRACTChange is often met with resistance from change recipients. In the present contribution, we develop a theoretical model that delineates how change-related unethical leadership can trigger follower resistance to change and how ethics-related follower characteristics influence their perceptions of change-related unethical leadership as well as their specific resistance reactions. Change-related unethical leadership is introduced as a perceptual and interpretational phenomenon, depending not on leader behaviour alone, but also on the followers’ normative framework and leadership expectations. We further discuss how follower rationalization strategies for their involvement in unethical acts as well as their expectations regarding fair interpersonal treatment impact their cognitive, affective and intentional resistance reactions. We conclude by highlighting beneficial aspects of follower resistance to change in the face of change-related unethical leadership and by illustrating practical implications of our model.