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Journal of Business and Psychology

Erschienen in:

14.09.2016 | Original Paper

Giving and Making Sense About Change: The Back and Forth Between Leaders and Employees

verfasst von: Anna Kraft, Jennifer L. Sparr, Claudia Peus

Erschienen in: Journal of Business and Psychology | Ausgabe 1/2018

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Abstract

Purpose

Leader sensegiving—the attempt to affect employees’ sensemaking—is a crucial leadership activity during organizational change. Yet, it is unclear how employee sensemaking and leader sensegiving vary across different change phases: Although addressing employee needs is key for successful sensegiving, current literature remains vague about how leaders account for different employee needs over the course of a change process.

Design/Methodology/Approach

Data were obtained from an interview study with organizational members who underwent episodic change. To integrate both perspectives, interviews were conducted with leaders (n = 26) and employees (n = 29). Data were analyzed using template analysis.

Findings

Our analysis revealed and confirmed different sensemaking needs and respective sensegiving foci in each change phase. During exploration, leaders respond to employees’ need for reassurance with receptive sensegiving. During preparation, leaders show participative sensegiving to answer employees’ need for orientation. During implementation, leaders’ compensating sensegiving responds to employees’ need for balance. During evaluation, leaders’ evaluative sensegiving accounts for employees’ need for acknowledgment. Each sensegiving mode is associated with a specific set of discursive and symbolic strategies in each phase.

Implications

This study provides a systematic framework on how leaders can respond successfully to employee sensemaking needs in each change phase using different discursive and symbolic sensegiving strategies.

Originality/Value

The study enhances our understanding of development in sensemaking and sensegiving by outlining the specific interlocking between both processes within the different change phases. Furthermore, it outlines how the relevant sensegiving modes can be obtained through particular symbolic and discursive strategies.

Vorheriger Artikel Supported Supervisors Are More Supportive, but Why? A Multilevel Study of Mechanisms and Outcomes

Nächster Artikel Friends and Family: The Role of Relationships in Community and Workplace Attachment

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Titel: Giving and Making Sense About Change: The Back and Forth Between Leaders and Employees
verfasst von: Anna Kraft
Jennifer L. Sparr
Claudia Peus
Publikationsdatum: 14.09.2016
Verlag: Springer US
Erschienen in: Journal of Business and Psychology / Ausgabe 1/2018
Print ISSN: 0889-3268
Elektronische ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-016-9474-5

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Abstract

Purpose

Design/Methodology/Approach

Findings

Implications

Originality/Value

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