Article Review - Bommer, Wh, Rich, Ga & Rubin, Rs 2005, 'changing Attitudes About Change: Longitudinal Effects of Transformational Leader Behavior on Employee Cynicism About Organizational Change'

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To measure the data collected about TLB, they utilized the Podsakoff et al.'s (1990) transformational behavior inventory, making however, some changes. Choosing among a number of options, the researchers opted to use the Reichers et al.'s (1997) scale to measure the data related to CAOC. In addition to the variables of interest in this study, they also included three variables to control other effects that were not described by the hypothesized variables but may present other approaches of leader behavior. The variables used were: employee organization's status (line employees and high level employees) and noncontigent punishment.

By analyzing the results obtained in this study was possible to the authors conclude that when employees are experiencing transformational treatment their levels of CAOC decreased. Furthermore, they could prove statically that the effects of TLB upon CAOC are more significant than CAOC upon TLB. In light of this, the authors also could conclude that TLB can be linked with decrease in CAOC. The authors also found practical implications. First, the use of TLB tools can be an effective mean to reduce employee cynicism as well to decrease the CAOC' levels. Moreover, CAOC can help organizations to create employees more opened and committed with change processes. However, it is important highlight that just providing training is not the solution to implement effectively TLB in organizations. More than this, it is necessary to establish a cultural environment that will supports TLB. Second, whether leaders are interested to reduce CAOC by implementing TLB tools, it will be most effective execute this by influencing the employees to act according to the organization's expectation and then, may decrease their intention to act by themselves.

The authors also point out some limitations faced by them in this study, such as difficult to generalize the results found to non-manufacturing environments, it does not describe which TLB was responsible for change in employee cynicism and being unable to identify whether attributions of leader behavior or real behavior changes by the leader were the aspects which contributed for the findings in this study. Lastly, the authors suggest other approaches for future research such as more focus on the influence of TLB on CAOC and the relationship between TLB and outcomes such as organizational commitment and participation in team-based activities