Abstract
Using data from public employees in Korean central agencies, this research examined the effectiveness of team building as a planned organizational change with respect to the change-oriented leadership and leader–member exchange. However, no statistically significant differences in change-oriented leadership and leader–member exchange were found either before or after planned organization change. Because this type of change did not reflect the characteristics of the Korean public sector, organizational members do not become completely institutionalized. Based on these findings, this research concludes that organizational change did not have the intended results unless organizational contexts were considered.
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