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This presentation was held on the Academy of Management Conference in San Antonio, August 2011
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Figureheads for sustainable organizational change in
healthcareLysbeth van Silfhout
Karin Sanders
Agenda
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Introduction Theoretical perspective Methodology Findings Conclusion & discussion
Authors Leoni Kruse, University of Twente Lysbeth van Silfhout, De Adviespraktijk Prof. Dr. Karin Sanders, University of Twente,
UNSW Sydney
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Theoretical perspective Employees prefer to receive information from their
frontline manager (Larkin & Larkin, 1994)
The right figurehead communicating the change message reduces resistance (Larkin & Larkin, 1996)
Figurehead is important for creating an atmosphere to change (Yukl, 2003)
Employees’ perception of the figurehead’s characteristics seems to be important for a successful and ultimate change process. (Roberts and O’Reilly,1974)
Content and process of message must be effectively integrated to be successful (Bowen & Ostroff, 2004)
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Research question and study propositions “How does the employee perception of the
figurehead of change impacts the success of organizational change?”
To contribute to a better organisation of change communication
To identify the way figureheads can be used to contribute to successful change management
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Framework
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Characteristics
figurehead
Successful change
Process
Instruments 1/3
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Successful change
Credibility - Ihrke, 1996; (Cronbach α = 0.93).
Likeability - Larocca, 2003; (Cronbach α = 0.82).
Trust in - Podsakoff, MacKenzie, Moorman, & Fetter, 1990; (Cronbach α = 0.89)
Characteristics
figurehead
Process
Instruments 2/3
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Successful change
Affective organization commitment - Meyer, Allen and Smith; 1993 (Cronbach α = 0.73).
Change readiness - Metselaar and Cozijnsen; 2002 (Cronbach α = 0.77)
Resistance to change – Oreg; 2006(Cronbach α = 0.89)
Process
Instruments 3/3
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Process
Consensus - Delmotte, 2008; (Cronbach α = 0.84)
Distinctiveness - combined scales Delmotte 2008 (Cronbach α = 0.83)
Consistency - Delmotte, 2008; (Cronbach α = 0.82)
Successful change
Data collection: 2 phases
1. Desktop analysis: who is the figurehead of change that health care institutions represent in their media?
2. Research at employee level - online survey- 4 health care institutions - changing organizations- 159 usable questionnaires (55% response rate)
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Summary of results1/5
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Desktop analysis Health care institutions have
difficulties with presenting the figurehead properly No figurehead chosen/appointed No clear choice is made Communications department is
figurehead
Summary of results2/5
Survey: Frontline manager is perceived as
most reliable and trustworthy source of information
Board of management is 2nd When HR or Communications are
presented as figurehead, they are not recognised as such
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Summary of results3/5
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Change readiness
Change resistance
Characteristics
figurehead
Process
Summary of results4/5
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Change readiness
Affective orgcommitment
Characteristics
figurehead
M
ConsensusFig. headsConsistant message
Summary of results5/5
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Affective orgcommitment
Characteristics
figurehead
M
Distinctivemessage
What lessons can be learned?
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Choose a figurehead with the right characteristics (credibility, likeability and trustworthiness). Preferably introduce just only a single figurehead, If more figureheads, ensure there is consensus
among the different figureheads. Ensure that figurehead communicates a
distinctive and consistent message to the employees.
Further research
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Selecting the right figurehead and its consequences for the success of organizational change Create a better picture of the ideal figurehead How to conduct the ‘orchestra’ of figureheads’
What is the role of the HR and Communications department? Directing the message? Supporting/coaching the frontline manager? …?
What compentences do they need to play that role?
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Study limitations Study was conducted in Healthcare
institutions Only in Dutch market Healthcare has more female than male
employees
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More information
http://www.slideshare.net/lysbeth
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Slides will be on Slideshare
References
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Cummings, T.G., & and Worley, C. G. (1997). Organization Development and Change. 6th ed., South-Western College, Cincinnati, OH.
Herold, D. M., Fedor, D. B., & Caldwell, S. D. (2007). Beyond Change Management: A
Multilevel Investigation of Contextual and Personal Influences on Employees’ Commitment to Change. Journal of Applied Psychology, 4, 942-951.
Larkin, T. J., & Larkin, S. (1994). Communicating change: How to win employee support for new business directions. New York: McGraw-Hill.
Larkin, T. J. & Larkin, S. (1996). Reaching and changing frontline employees. Harvard Business Review, 74, 95-104.
Yukl, G. (2003). Leadership in Organizations. National College for School Leadership.
