Executive Leadership Doctoral Program
in
Human and Organizational Learning
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Publications

Dr. David Szabla

BOOK CHAPTERS

Schwandt, D. R., & Szabla, D. (2007). Systems and Leadership: Coevolution or Mutual Evolution towards Complexity? In J. K. Hazy, J. A Goldstein, & B. B. Lichtenstein (Eds.), Complex Systems Leadership Theory. ISCE Publishing.

JOURNAL ARTICLES

Szabla, D. B. (2007). Multidimensional View of Resistance to Organizational Change: Exploring Cognitive, Emotional, and Intentional Responses to Planned Change Across Perceived Change Leadership Strategies. Human Resource Development Quarterly.

MANUSCRIPTS IN PREPARATION

Szabla, D. B. (2007). The complex nature of resistance to organizational change – Theoretical paper builds a complex model of resistance to organizational change that conceptualizes the paradoxical character of resistance and captures its multiple dimensions (cognition, emotion, and intention) and underlying sources and systems (biological, psychological, social, political, and cultural).

Szabla, D. B. (2007). Complexity theory: Implications for leading organizational change – Theoretical research paper explores organizational change as a nonlinear versus a linear process and uses the complexity sciences (complex adaptive systems, chaos theory, dissipative structures, self-organization, and catastrophe theory) to propose a new model for thinking about and leading organizational change.

Szabla, D. B. A multidimensional view of resistance over time: Cognitive, emotional, and intentional responses over the life of a planned organizational change – Study examines how cognitive, emotional, and intentional reactions evolve over the course of a planned organizational change and provides insights into organizational change leadership.

Szabla, D. B. Perception of organizational change leadership strategy: How does role and hierarchical level affect perceptions? – Study explores the relationship between organizational role and perception of change strategy and provides insights into how organizational members at different levels of the organization perceive change leadership strategy.

Szabla, D. B. What is the overriding decision-making mechanism when reacting to organizational change: Cognition, emotion, or intention? – Study explores the processes and interrelationships of cognition process, emotion, and intention during an organizational change and addresses the question—which mechanism plays the superseding role in the evaluation of an organizational change?

Szabla, D. B. Change strategy and organizational effectiveness: What’s the relationship? – Study explores the relationship between organizational change strategy and organizational level variables and provides insights into the relations between change strategy and organization change success.

Szabla, D. B., & Marotta, S. A. (2007). The Reaction to Organizational Change Scale: A confirmatory factor analysis – Using structural equation modeling, this confirmatory factor analysis tests the construct validity of the factors that measure response to organizational change.

Szabla, D. B., & Marotta, S. A. (2007). The Perceptions of Change Leadership Strategy Scale: A confirmatory factor analysis – Using structural equation modeling, this confirmatory factor analysis tests the construct validity of the factors that measure perceptions of how change is implemented in organizations.

 

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