How Leaders Cultivate Support for Change: Resource Creation Through Justice and Job Security

Abstract

It is well documented that employees’ supportive behavior is essential for the success of change initiatives and that leaders are considerably influential on generating this support. Drawing from conservation of resources theory, this article investigates how leader–member exchange is associated with behavioral support for change through resource creation. It is proposed that high-quality leader–member relationships increase resource reserves of employees regarding their fairness and job security perceptions, which in turn enhance their support for change. A survey was conducted in organizations going through change using a sample of 269 employees and their immediate supervisors. The results showed that the relationship between leader–member exchange and behavioral support was fully mediated by the two underlying mechanisms of procedural justice and job insecurity. Findings demonstrate that managers who want to enhance support for change need to pay attention to fair procedures and nurturing a climate of security.