Empowerment and intentions to resist future change: the moderating effect organization-based self-esteem

Abstract

Nowadays, organizations face a constant need for adaptability, increasing the importance of
 change management. Our study focuses of how empowering leadership influences intentions
 to resist future changes, mediated by the effects of psychological and structural
 empowerment. From the responses of the two questionnaires (N1=230; Ntf=113), we found
 that empowering leadership fosters psychological and structural empowerment. Structural
 empowerment was the main driver in reducing intentions to resist future change when an
 employee has high organization-based self-esteem. Our findings add to the literature by
 examining how we can anticipate and manage change under an empowering context, building
 on social exchange and uncertainty reduction theories