Organizational Change Agent Influence: A Conditional Process Model of Key Individual Psychological Resources

ABSTRACT

Organizational change is a system-wide process that begins at the individual level. Individuals who act as catalysts for change are often referred to as “change agents” and are lower level employees rather than designated leaders. In the current study Conservation of Resources Theory (COR) is utilized to construct a conditional process model of key resources and change agent influence. Specifically, this model tests the direct effects of General Cognitive Ability (GCA), Five Factor Model (FFM) personality facets, and Psychological Capital (PsyCap) – as well as the mediating role of PsyCap – on simulated change agent performance. Results suggest PsyCap positively correlates with performance, and, mediates the relationship between GCA and performance. Related narrow FFM facets moderate both stages of the mediation. These findings provide theoretical implication for COR as well as practical implications for human resource development interventions geared towards identification and development of change agents.

KEYWORDS:

• Cognitive ability
• personality
• Psychological Capital
• change agent
• simulation

Notes on contributor

Dr. Matthew J. Monnot is an Assistant Professor at the University of San Francisco. He conducts research in the areas of organizational change, employee well-being, and international organizational behaviour. Dr. Monnot received a PhD in Industrial-Organizational Psychology from Central Michigan University.