Abstract
This study uses phenomenography as a qualitative methodology within a sensemaking approach to investigate how employees experience unanticipated organisational leadership change in small firms, and it is applied in an empirical study of change management in Australian Small and Medium-sized Enterprises (SMEs). In-depth interviews of 24 employees across 8 different Australian SMEs elicited employees’ varied experiences and aspects of unanticipated leadership change such as transparency, supportive communication, affective responses and self-identity. In particular, the findings reveal common affective reactions and experiences but four different ways in which employees experience unanticipated leadership change. Based on our findings, implications and future direction for research are discussed.
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