University of Hertfordshire

  • Teresa Bezler
  • Giovanni Moneta
  • Gary Pheiffer
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Original languageEnglish
Pages (from-to)296-308
Number of pages13
JournalJournal of Organizational Change Management
Volume32
Issue2
DOIs
Publication statusPublished - 8 Apr 2019

Abstract

Purpose The purpose of this paper is to develop and validate a Work Environment Complexity (WEC) Scale for leaders.Design/methodology/approachThe paper uses both cross-sectional and longitudinal data, gathered in the course of major organisational restructuring, using samples from employees (n=305) and leaders (n=120) in two health care organisations. Findings The research developed and validated a scale of WEC for leaders with two factors: frequent change and events, and uncertain work demands. Comparisons between samples suggest diverging employee and leadership representations of WEC.Practical implicationsBeing the first scale to measure the comprehensive construct of WEC, a foundation is laid to measure the amount of complexity in a leader’s work and the functioning of leaders with regards to WEC. Originality/valueThis paper contributes to leadership research and practice by clarifying the construct of WEC for leaders empirically and validating a bidimensional scale of WEC.

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