"Leader Influence, Cognitive Appraisals, and Emotions During Organizational Change"

Abstract

We proposed that cognitive appraisals mediate the relationship between leader influence tactics and follower emotions in the context of organizational change. We also examined whether or not these mediated relationships were consistent at two different points in the organizational change process. Using structural equation modeling, we tested our mediated models using data from a large, university staff department (Time 1 n=172, Time 2 n=190). Our findings provide support for a direct effect between soft influence tactics and positive emotions at Time 1 and a fully mediated relationship between soft influence tactics and positive emotions via challenge appraisals at Time 2. Implications regarding the role of leader influence tactics on follower emotions during organizational change are discussed.