Purpose — This paper aims to identify processes which may contribute to followers’ positive
reactions to change. By focusing on the relationship between change antecedents and explicit
reactions, we investigate the direct and indirect relationships between leadership styles
(transformational and transactional) and followers’ appraisal of change through manager
engagement.
Design/methodology/approach — Using data from a longitudinal survey among 351 followers in
two Danish organizations, our study tracked the planned implementation of team organization at
two different times. Data were analyzed using structural equation modeling.
Findings — Transformational and transactional leadership styles were positively related to the
engagement of managers. Managers’ engagement was associated with followers’ appraisal of
change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal;
positive for transformational leadership and negative for transactional leadership.
Practical implications — Our results have potential implications for change management, as
followers’ change appraisal may be improved by developing managers’ leadership style and
engagement.
Originality/value — This is the first study to provide longitudinal evidence of the direct and
indirect effects of leadership styles on followers’ change appraisal.