ISSN 1671-3710
CN 11-4766/R

Advances in Psychological Science ›› 2013, Vol. 21 ›› Issue (9): 1531-1541.doi: 10.3724/SP.J.1042.2013.01531

• Conceptual Framework • Previous Articles     Next Articles

Dynamic Effect of Multilevel Leadership on Employee Responses to Organizational Change: Moderating Role of Chinese Traditional Culture

DU Jing   

  1. (Economics and Management School of Wuhan University, Wuhan 430072, China)
  • Received:2013-04-19 Online:2013-09-15 Published:2013-09-15
  • Contact: DU Jing

Abstract: Organizational change has been becoming the part of organizational life for Chinese enterprises, by which Chinese enterprises enhance their competence and survive during the period of transition. Employee response to organizational change is critical for the implementation of organizational change. Researches have found the leadership plays a vital role for employee response. However, prior studies focused on single-level leadership using cross-section data. They failed to explore dynamic effect of multilevel leadership on the dynamic employee response during the process of organizational change, as well as to explore the moderating effect of Chinese traditional culture. To fill these gaps, this research conducts following three studies: (1) exploring the dynamic effect of two-level leadership (executives and middle manager) on dynamic employee response; (2) investigating the moderating effects of Chinese traditional culture (power distance, Zhongyong, and Guanxi) on the relationship of leadership with employee response; (3) using Schema Theory to test the mediating process from leadership to employee response. These studies will be empirical examined using longitudinal data set collected in Chinese enterprises and their findings will provide insightful theoretical and empirical contribution.

Key words: multilevel leadership, employee response to organizational change, dynamic, Chinese traditional culture, Schema Theory