The Effect of Managerial Coping Approaches on Employee Ambivalence Toward Organizational Change: A Field Study at the College of Administration and Economics, University of Sumer
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This study investigates employee ambivalence toward organizational change among academic and administrative staff and examines the effectiveness of managerial approaches in mitigating such ambivalence. The study is grounded in a contemporary conceptualization of ambivalence as the simultaneous coexistence of positive and negative evaluations toward the same organizational phenomenon. Using a descriptive-analytical design, data were collected through a structured questionnaire administered to a stratified random sample of 80 employees at the College of Administration and Economics, University of Sumer. The findings indicate that managerial approaches collectively account for a significant proportion of the variance in employee ambivalence. Leadership support emerged as the strongest predictor, followed by managerial transparency, effective communication, and participation in change. In contrast, empowerment and capacity-building did not demonstrate a statistically significant independent effect when the remaining dimensions were controlled. The study recommends prioritizing leadership support as a key intervention for reducing employee ambivalence and integrating empowerment initiatives within a supportive leadership environment to maximize their effectiveness.
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