Change: Improvement or loss?
Choosing not to change risks failing if change is understood as improvement . In organizations, mainly the investors, but also drivers like competition, globalization, technology, and employees require change . Change always signifies loss that prompts threatening emotions, which cause resistance. Therefore, resistance to change needs to be understood from an individual’s emotional perspective . For example, people mostly don’t alter their change decisions related to moral dilemmas solely based on reason . Often, leaders and managers have a better understanding of the organizational situation than of individuals . Change antecedents, reactions to and consequences from changes like, for example, organizational commitment and job satisfaction, have to be carefully considered. Commitment can positively correlate with a favorable perception of proposed change, while commitment to the status quo can be negatively related .
Personality differences in predispositions to resist change
Helping conquering limitations in improving is a core function of leadership, and it is relieving for people to feel understood in their resistance to change . Indeed, supervisory support is a key factor in positively influencing people’s commitment to change . However, there might also be personality differences in predispositions, i.e., having negative thoughts, feelings, and behaviors towards organizational change . It is more difficult to positively influence job satisfaction for people characterized by lower levels of openness to change . Increased mindfulness (i.e., engagement in new and healthy thoughts and habits) and tolerance of ambiguity (i.e., tolerance of lack of clarity and uncertainty) predict a more positive attitude toward change .
Trust and authenticity in transformational leadership
Change follows a process , most simply described as ‘unfreeze,’ ‘mobilize,’ and ‘re-freeze’ . To help people through these phases, understanding their emotional and intellectual needs seems to be essential. Transformational leadership ought to consist of these qualities, but some researchers suggest a broader integration of leadership dimensions, including spiritual elements to bridge the gap between profit strategies and quality of life . Studies found that transformational leadership, regardless of the leaders’ behavior, was positively associated with promoting acceptance of change. Even change-specific leadership behavior could not compensate for transformational leadership, especially when there was a lot at stake personally for the change receivers. A history of long-term trustful relationships with their followers may be the reason for this as consistent research of authenticity in leadership evidenced too. In cases where the job impact of the change was low, rather than transformational leadership, proper change management practices were sufficient for effective change. This finding speaks for a close integration of the change leadership and change management disciplines 
We change for what we have chosen for ourselves
Resistance can be a capacity for change itself , sometimes coming from positive intentions too , and providing feedback from people who may know best about the day-to-day operational details . To support effective change, leadership should involve change-related training , possibly also in early developmentally sensitive school years . It is crucial to help individuals experiencing close and successful participation in the change process  because people are more likely to adapt what they have chosen for themselves .
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