Vraag Score
1. Ik kan het persoonlijk erg goed vinden met mijn leidinggevende 1 2 3 4 5 6 7 2. Mijn leidinggevende is iemand die je graag als vriend hebt 1 2 3 4 5 6 7 3. Ik heb veel plezier om samen te werken met mijn leidinggevende 1 2 3 4 5 6 7 4. Mijn leidinggevende verdedigd mijn werkgerelateerde beslissingen bij een
manager, zelfs zonder volledige kennis over de beslissing in kwestie
1 2 3 4 5 6 7
5. Mijn leidinggevende zal het voor me opnemen als ik een vergissing maak 1 2 3 4 5 6 7 6. Mijn leidinggevende neemt het voor me op als ik “aangevallen” wordt door
anderen
1 2 3 4 5 6 7
63 niet staat in mijn functieomschrijving
8. Ik ben bereid om extra inzet te tonen, bovenop datgene wat vereist is, voor het belang van mijn team
1 2 3 4 5 6 7
9. Ik ben onder de indruk van de werkgerelateerde kennis van mijn leidinggevende
1 2 3 4 5 6 7
10. Ik heb bewondering voor de werkgerelateerde kennis en competentie van mijn leidinggevende
1 2 3 4 5 6 7
11. Ik heb bewondering voor de professionele vaardigheden van mijn leidinggevende
1 2 3 4 5 6 7
Deel 3. Organisatieverandering
Vraag Score
1. Ik denk dat de meeste veranderingen een negatieve impact hebben op onze klanten
1 2 3 4 5 6 7
2. Plannen voor toekomstige verbeteringen zijn zeldzaam in deze organisatie 1 2 3 4 5 6 7 3. De meeste veranderingsprojecten die bedoeld zijn om problemen op te
lossen, brengen vaak weinig goeds
1 2 3 4 5 6 7
4. Ik heb een goed gevoel over veranderingsprojecten in deze organisatie 1 2 3 4 5 6 7 5. Ik ervaar organisatieverandering als een positief proces 1 2 3 4 5 6 7 6. Ik vind organisatieverandering verfrissend 1 2 3 4 5 6 7
Enkele korte vragen over uzelf
Geslacht:
_______________________________________
Leeftijd:
_______________________________________
Hoe lang bent u werkzaam in deze organisatie?
64 Wat is uw functie?
_______________________________________
Hoe lang bent u werkzaam in deze functie?
_______________________________________
Sinds wanneer bent u lid van dit team?
_______________________________________
Hoeveel relevante werkervaring heeft u?
_______________________________________
Wat is uw hoogst genoten opleidingsniveau?
_______________________________________
Wat was uw studierichting?
65 Appendix 4. Coding scheme
Individual attitude towards change
Code Description Example
Positive attitude
Having a general positive attitude towards change
A1: “I feel like I’ve always had a positive attitude towards change”
Critical attitude
Having a general critical attitude towards change
B2: “It depends on if I know why we have to change. Arguments are really important.” Negative
attitude
Having a general negative attitude towards change
A7: “It’s never fun to change. But sometimes we have to, if we want it or not.”
Individual change readiness
Code Description Example
Negativecognitive change readiness
Not thinking about change as beneficial
Missing the logic and arguments supporting the change
A6: “In this organization there is a belief that change is the cure for all our issues, however most of the times it are just people that do not follow their promises.” Positivecognitive
change readiness
Wanting to cooperate with change projects
Thinking about change as effective
B3: “I understood why change was needed, I got the picture, they’ve explained it well. So I do believe in the effectiveness of this change.”
Negative affective change readiness
Seeing change as something difficult and painful
Having a feeling that you
can’t influence change
Being cynical
B3: “One of the reasons that I go to work is about the social relationship with my coworkers. Since April, I’ve lost a lot of friends in this organization.”
Positive affective change readiness
Experiencing positive
emotions towards change
Having a good feeling about change
A10: “I love change.”
Team attitude towards change
Code Description Example
Positive attitude
The belief there is a collectively positive attitude towards change
B4: “I believe that this team has a good attitude towards change.”
Critical attitude
The belief there is a collectively
critical attitude towards change
A6: “The attitude of this team towards every change is critical. Our team is pretty critical.”
Negative attitude
The belief there is a collectively negative attitude towards change
A3: “I think we do not like change in general.”
66 Team change readiness
Code Description Example
Negativecognitive change readiness
The team demands arguments in order to change
The view that past changes were not effective
A3: “Everyone in this team shares the view that past change initiatives in this organization were not as effective as promised.”
Positivecognitive change readiness
The belief there is a collectively critical attitude towards change
The team demands arguments in order to change
B1: “We are critical about change, you need to come up with good
arguments.”
Negative affective change readiness
The team is cynical about change
A1: “I think we always assume the most negative about change”
Positive affective change readiness
Feelings of a positive
climate within the team
B4: “There is a good energy within the team. We’ve positively embraced change.”
LMX
Code Description Example
Critical / challenging relationship
The manager gives feedback to the employee
The manager asks difficult questions to empower the employee
The manager engages in discussion about work-related issues
A3: “The manager sometimes asks a difficult question back, and I really appreciate that.”
Open / partner relationship
A relationship based around honesty
The room to talk about
anything
Both manager and employee feel confident to ask for help
A relationship based on equality
Using the manager as a soundboard for ideas
B1: “My manager is someone who is honest and open. She feels
confident to tell me what’s on her mind.”
Personal
supportiverelationship
Room to talk about private issues
The manager is empathic and a good listener
The feeling of a pleasant
relationship
Perceived mutual trust,
support and respect
A4: “This manager is really interested and listens to my personal goals and wishes.”
67 Facilitatingrelationship Manager delegates tasks
to employees
No support on content but on process
B3: “She would help me to come with my own solution to my problem. But she won’t come with her own solution.”
LMX – change readiness
Individual level
Code Description Example
LMX relationship has a positive influence on individual change readiness
The employee is more
receptive towards new change projects
because of his/her LMX relationship
The employee sees opportunities when confronted with change because of his/her LMX relationship
The manager has some credibility with his/her subordinates
A4: “Because I have a good relationship with my manager, I think that I’m more positive towards change. Maybe that’s just a feeling. I think I relate work related issues to the person.”
Communication The manager is able to explain change projects in a clear way
The manager offers new perspectives of thinking about change
A1: “If issues are clearly communicated, It is much easier for me to understand why things are happening.”
Rational skills The manager uses good
arguments
The manager is convincing
The manager is able to engage in a useful discussion
A7: “Well he knows what he is talking about. Because of this, I tend to accept more from him. So I have more
68 Team level
Code Description Example
LMX relationship has a positive influence on team change readiness
Within the team there is the perception that the manager has a positive influence on their change readiness
A7: “I don’t think that if the manager thinks it’s a good idea, everyone follows. However, I do think that the team members would take it in consideration.”
Communication The manager is able to
explain change projects in a clear way
The manager listens well to the wishes of the team
A4: “This manager listens really well to what is happening within the team and what can be improved.”
Rational skills The manager uses good arguments
The manager is convincing
The manager is able to engage in a useful discussion
A6: “I think that he has a good influence on us. He uses arguments to make his point. We are sensitive to arguments.”
Political skills Manager is skilled in representing the team within the whole company
Manager has a good reputation within the company
A3: “This manager is someone with a reputation, which is really
pleasant. He has power within the organization.”
69 Subgroups
Code Description Example
Perceived subgroups The perception of existing subgroups
B3: “Yes, we have one team within the team.”
Faultline basis Location B1: “Also based on location, these people all come from the same location”
Function B2: “Well, eventually we have most contact because of our function.”
Shared history B6: “What defines us as a subgroup is that we know each other better and longer.”
Subgroupcharacteristics Sense of humor
Personal relationships
Being a coalition
Collectively participating in
social activities
A6: “They would not let each other down. They form a strong
collective.”
Subgroup change readiness
The distinct view on change from the subgroup
A2: “Perhaps this subgroup is more cynical towards change than the subgroups in other locations.” Subgroupsprocesses People within the
subgroup are taking over each other’s personality traits
People within the subgroup influence each other’s view on change
Manager A: ““I have the impression that A3, A2 and A5 are dominant in the view on change. These three also work longer within the company.””