Abstract
Although a growing body of research links leadership behavior to follower well-being in change situations, comparatively little is known about leaders’ experience and behavior during organizational change processes. This weekly diary study of 57 leaders examined the personal and organizational resources and demands of leaders in change processes, their effect on irritation and engagement and how the job demands-resources model theoretically informs this dynamic. This paper is the first to examine the role of change self-efficacy and change-commitment of leaders and their specific effects of strain and engagement. Main theoretical implications lie in the finding that—in line with job demands–resources theory – especially for engagement intraindividual factors are of importance. For practitioners, our results offer valuable insights regarding the specific support of leaders for organizational change implementation.
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