Abstract
There is a consensus in the change management literature that emotions have a significant role in the workplace. It has been studied and applied across the human resource domain including recruitment and selection, training, performance management, as well as within the customer service setting. This study has the potential for expanding that application within the context of organizational change efforts. Our data show that change agents rely on three focal areas (personal commitment to the project, resonance of relationships with colleagues, and work-life balance) as they gauge their role and maneuver through the highly complex and often stress-inducing nature of change efforts. We report that as affective qualitative components (executive sponsorship, shared vision and organizational readiness) in change efforts were less prominent, change agents become more inclined to seek and engage in external activities to maintain work/life balance. Interestingly, their outlook on project outcomes was more positive, notwithstanding final evaluations by third parties. We offer insights to project leaders that will enable them to develop and encourage a positive emotional setting throughout the project lifecycle as well as project change agents so they will focus on their self-care and well-being during organizational change efforts.
Published Version
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