Organizational change from a leader’s perspective: change characteristics as antecedents to leaders’ role clarity and laissez-faire leadership behaviors

Purpose This study aims to investigate how leaders’ perceptions of two organizational change characteristics, the frequency of organizational change and involvement in change planning, influence their role clarity and laissez-faire leadership behaviors. Design/methodology/approach A total of 767 leaders in Sweden participated by responding to a questionnaire at two time points. Findings The frequency of organizational change was negatively related to leaders’ role clarity. Furthermore, the frequency of organizational change was indirectly and positively related to leaders’ laissez-faire leadership through role clarity. In contrast, involvement in change planning is positively related to leaders’ role clarity and indirectly and negatively related to laissez-faire leadership through role clarity. Practical implications Overall, our results suggest that helping leaders manage the strain triggered by frequent organizational change and actively involving them in the planning process can improve role clarity and thereby reduce the likelihood of laissez-faire leadership behaviors. Originality/value The findings of this study highlight the importance of considering organizational change characteristics when examining leaders’ role clarity and, indirectly, their leadership behaviors. This is particularly relevant for understanding why leaders may disengage from role-related responsibilities in the context of organizational change.