PERSONALquarterly 3/2020

13 03/20 PERSONALquarterly SUMMARY Research question: The management literature clearly indicates that employee engagement plays a pivotal role in the success of organizational change. The current article, therefore, addresses the question of how employee engagement can be promoted in times of organizational change. Methodology: Empirical evidence Practical implications: Key interventions to promote employee engagement in times of organizational change are job crafting behaviors and transformational leadership. LITERATURVERZEICHNIS Antonakis, J./Fenley, M./Liechti, S. (2011): Can Charisma Be Taught? Tests of Two Interventions. Academy of Management Learning & Education, 10(3), 374–396. https://doi.org/10.5465/amle.2010.0012 Antonakis, J./Fenley, M./Liechti, S. (2012): Learning charisma. Transform your- self into the person others want to follow. Harvard business review, 90(6), 127. Baik, S. J./Song, H. D./Hong, A. J. (2018): Craft Your Job and Get Engaged: Sustainable Change-Oriented Behavior at Work. Sustainability, 10(12), 4404. Barling, J./Weber, T./Kelloway, E. K. (1996): Effects of Transformational Leader- ship Training on Attitudinal and Financial Outcomes: A Field Experiment. Journal of Applied Psychology, 81(6), 827–832. https://doi.org/10.1037/0021-9010.81.6.827 Demerouti, E./Bakker, A. B./Nachreiner, F./Schaufeli, W. B. (2001): The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. https://doi.org/10.1037/0021-9010.86.3.499 Faupel, S./Süß, S. (2019): The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis. Journal of Change Manage- ment, 19(3), 145–166. Hughes, M. (2011): Do 70 Per Cent of All Organizational Change Initiatives Really Fail? Journal of Change Management, 11(4), 451–464. Judge, T. A./Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755 Kaltiainen, J./Lipponen, J./Fugate, M./Vakola, M. (2019): Spiraling work engagement and change appraisals: A three-wave longitudinal study during orga- nizational change. Journal of Occupational Health Psychology, 1–15. https://doi. org/10.1037/ocp0000163 Kelloway, E. K./Barling, J./Helleur, J. (2000): Enhancing transformational leader- ship: the roles of training and feedback. Leadership & Organization Development Journal, 21(3), 145–149. https://doi.org/10.1108/01437730010325022 Kim, T. G./Hornung, S./Rousseau, D. M. (2011): Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time. Journal of Management, 37(6), 1664–1693. Oreg, S./Berson, Y. (2011): Leadership and employees‘ reactions to change: The role of leaders‘ personal attributes and transformational leadership style. Personnel Psychology, 64(3), 627–659. Petrou, P./Demerouti, E./Peeters, M. C. W./Schaufeli, W. B./Hetland, J. (2012): Crafting a job on a daily basis: Contextual correlates and the link to work engagement. Journal of Organizational Behavior, 33(8), 1120–1141. https://doi. org/10.1002/job.1783 Petrou, P./Demerouti, E./Schaufeli, W. B. (2018): Crafting the change: the role of employee job crafting behaviors for successful organizational change. Journal of Management, 44(5), 1766–1792. https://doi.org/10.1177/0149206315624961 Petrou, P./Demerouti, E./Xanthopoulou, D. (2017): Regular versus cutback- related change: the role of employee job crafting in organizational change contexts of different nature. International Journal of Stress Management, 24(1), 62–85. https://doi.org/10.1037/str0000033 Seppala, P./Hakanen, J. J./Tolvanen, A./Demerouti, E. (2018): A job resources- based intervention to boost work engagement and team innovativeness during or- ganizational restructuring: For whom does it work? Journal of Organizational Change Management, 31(7), 1419–1437. https://doi.org/10.1108/JOCM-11-2017-0448 Wrzesniewski, A./Dutton, J. E. (2001): Crafting a job: Revisioning employees as active crafters of their work. The Academy of Management Review, 26(2), 179–201. PROF. DR. FLORIAN KUNZE Lehrstuhl für Organisational Studies Universität Konstanz E-Mail: Florian.Kunze@uni-konstanz.de www.polver.uni-konstanz.de SOPHIA ZIMMERMANN, M. SC./M. A. Wissenschaftliche Mitarbeiterin, Dozentin und Doktorandin am Lehrstuhl für Organi­ sational Studies Universität Konstanz E-Mail: sophia.zimmermann@ uni-konstanz.de