IMPACT OF CHANGE IN LEADERSHIP ON EMPLOYEE ATTITUDINAL

SUPPORT IN LGU TANGUB CITY

PSYCHOLOGY AND EDUCATION: A MULTIDISCIPLINARY JOURNAL

Volume: 33
Issue 8
Pages: 845-851
Document ID: 2025PEMJ3208
DOI: 10.70838/pemj.330802
Manuscript Accepted: 02-15-2025
 Psych Educ, 2025, 33(8): 845-851, Document ID:2025PEMJ3208, doi:10.70838/pemj.330802, ISSN 2822-4353
Research Article

Impact of Change in Leadership on Employee Attitudinal Support in LGU Tangub City

Shajara C. Bas,* Heziel D. Manatad, Voltaire B. Torrion
For affiliations and correspondence, see the last page.
Abstract
This study determined to measure the impact of change in leadership on the attitudinal support of the employees of
LGU Tangub in terms of cognitive appraisal, emotional response, and behavioral intention. The researchers employed
a descriptive-quantitative research design and a researcher-designed questionnaire as the data collection instrument.
The study was conducted in every office of the local government unit of Tangub City. The researchers utilized a
sample of 454 respondents in LGU Tangub City. The findings of the study revealed that the emotional response has
the highest impact on employee attitudinal support toward change in leadership with a mean of 3.16. Meanwhile,
cognitive appraisal has been viewed as the factor with the lowest mean of 3.12. Therefore, the leaders should provide
an assessment program to introduce a change and develop it through the interactions between attitudes, beliefs, and
feelings of an individual regarding the change. It was found that the government leaders should be focused on the
emotions of their employees on how to deal with them, and to inspire them to embrace the changes.
Keywords: change leadership, cognitive appraisal, emotional response, behavioral intention, attitudinal support

Introduction
Organizations would experience changes in the environment like a change of leadership, and these would bring about challenges to the
organization and employee performance. Some employees could hardly keep up with the changes occurring in the environment.
Meanwhile, such changes in the work environment could also happen to the Local Government Units. It has been the practice that
every three years, there will be a local election of every city and municipality, and whoever is elected as the mayor and other
city/municipal officials will take their responsibilities as head of various departments and divisions. It is of great concern if the mayor
is elected for the first time and will take over the seat of the outgoing mayor and officials who serve for long years. With this change
of leadership, probably the employees’ attitudinal support would be affected.
According to Burke (2017), organizational settings are continually changing, and these changes have an impact on how well an
organization can operate and survive.
However, it can be difficult for the organization to keep up with changes in its environment. With this, when leaders promote change,
they should engage followers or employees and should shape their attitudinal support (Berson, 2019). Onyeneke and Abe (2021)
suggested that to be able to inspire favorable attitudes among the employees regarding change, leaders or decision-makers should
motivate employees by collaborating with them, and they should get involved in decision-making.
The City Government of Tangub has a new set of leaders, from the city Mayor, and vice mayor, down to city councilors. The new
leaders exhibit various leadership styles which could somehow greatly affect the attitudinal support of the employees. Onyeneke and
Abe (2021) stated that employees are challenged in terms of their behavioral, emotional, and cognitive responses to change. This would
not just affect the employee behavior, but also the organizational performance.
Now that these leaders have already assumed their position, it is important for these leaders to be well-informed on the possible factors
of employee attitude will support their leadership plans. Thus, based on this challenge, the new leader should propose interventions to
convince the employees’ attitude to embrace the changes for the benefit of the organization.
The researchers are determined to measure the impact of change in leadership on the attitudinal support of the employees of LGU
Tangub in terms of cognitive appraisal, emotional response, and behavioral response. The researchers will also determine which among
the attitudinal factors has a high impact towards change in leadership. Researchers viewed this field of study as essential to determine
what factors that need attention to ensure service delivery among employees, as their attitude may affect their job performance as civil
servants. Based on the findings, the researchers will propose a recommendation on how to better manage change initiatives successfully.
Research Questions
This study is primarily conducted to measure the impact of the change in leadership on the attitudinal support of the employees in the
Local Government Unit of Tangub City. Specifically, the study seeks to answer the following questions:
1. What is the impact of change leadership on the attitudinal support of employees in LGU Tangub City in terms of:
1.1. cognitive appraisal;
1.2. emotional response; and
1.3. behavioral intention?
2. Which among the factors of attitudinal support of employees has a highest impact towards change in leadership?

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Research Article

Literature Review
Change Leadership
Burns (1978), which stated that the concept of transformative leadership is a great help between leaders and subordinates to boost and
advance motivation and enthusiasm. Moreover, this study will utilized factors of change in leadership such as cognitive appraisal,
emotional response, and behavioral intention. These ideas will help elaborate on the objectives of this study.
According to Ghavifekr and Adewale (2019), change in leadership is challenging for many businesses to implement because it needs
leaders who have the ability to use an appropriate change-oriented style in leading their organizations. It is a management approach
that also emphasizes the value of development and adaptability within an organization (Metcalf, 2023). Furthermore, Carter (2020)
noted that a successful organizations require effective leadership, which frequently entails accepting change. As a result, leaders should
be in charge of inspiring staff to have a positive impact on an organization's response to change.
Employee Attitudes towards Change
Managing employee attitudes towards change in leadership can significantly impact task outcomes. For instance, resistance to change
may hinder advancement or even jeopardize the job entirely if an employee's attitudes are overridingly negative. According to Arifin
(2019), making changes in the organization is not easy because it involves many parties and considerations. One of the things that need
to be considered in a change of leadership is the employee's attitude towards changes. Added by Lombardo (2021), change will
undoubtedly have an impact on both kinds of relationships. There are some workers who value their ties with coworkers and leaders
on both a social and professional level. Stated by Bouckenooghe (2019), positive employee attitudes toward change can be shown by
the readiness and openness of the employees to accept change, while negative attitudes toward change can be seen from their resistance
and cynicism about change. In the study of Singh & Gupta (2019), they mentioned that employees who have a positive attitude towards
change are employees who can be relied on, while employees with a negative attitude towards change will hinder the development of
the organization. It is important to understand why employee attitude matters in a change of leadership. Employees’ attitudes and
mindsets, after all, ripple out and impact other areas of the organization.
Cognitive Appraisal
Based on Junker et al. (2021), dealing with occupational stress and its implications in today's modern workplace is a top priority for
both individuals and organizations. Hancock (2022) shared that in a work-related setting, how employees respond to an event or
situation depends on how they interpret the demands they are facing, which is known as cognitive appraisal. Moreover, the change
involves the emotions of the employees as they feel uncertain post-change scenarios and in such times, leaders' assurance is mandatory
to pull them up with the motivation to change (Imran & Iqbal, 2021). Leadership change helps shape employees’ beliefs and
understandings of the change in the workplace, and it can affect the employees’ motivation regarding their decision to put effort into a
certain action.
Emotional Response
Mentioned by LaMarsh (2021), people within an organization experienced a change in which the employees and leaders may feel
personal loss, or emotionally identify their ability to meet any new expectations that lead to conflict with the reactions of the emotional
phases that employees go through during change. Rubin & St-Aubin (2020) also shared that the emotional response are only natural,
most especially if there is a change in the organization's practices. This will regulate to manage the employees' emotions that contribute
success, not to hinder it. Furthermore, Ahmed (2020) supported that the emotions of employees sometimes feel frustrated regarding
the working environment amid leadership change. Lastly, employees disregard the insecurity they feel amid the change of leadership.
Employees Behavioral Intention
Ridner (2022) describe behavioral intention as the way in which employees respond to specific circumstances or situations in the
workplace, particularly in a change of leadership in a working environment. However, Wickford (2021) added that organizational
changes can also affect the behavior and performance of the employees. He further discussed that it may affect the project outcomes
that results in distrust, resentment, resistance, and poorer project outcomes. When organizational change occurs, employee behavior
and attitudes regarding a change can drastically affect change efforts. The behavioral intention of them may cause an individual to
resist change in an organization like fear of the unknown, fear of failure, fear of loss, disruption of relationships, and internal politics
(Lombardo, 2021). Furthermore, Desjardins (2017) said that some of the employees' behavior are unable to participate in discussions
in the workplace due to a change of leadership. With this, new leaders should support the new structure in discussions and know how
to handle employee's behavior.
Methodology
Respondents
The researchers selected the job order and regular employees of LGU Tangub. The total population for the permanent employees of
LGU is 350 and 906 for job order. The researchers used the Raosoft Calculator with (95%) ninety-five percent level of confidence in
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Research Article

getting the sample size. Therefore, the result for permanent employees is 184 and for job order 270. The overall total that the researchers
considered is 454 respondents both on permanent and job order. And then, it is proportionally allocated to different offices of LGU
Tangub. Moreover, by getting the number of representatives in every offices the researchers used Pro Rate calculation.
Table 1. Respondents of the Study
N n N n
Offices Permanent Permanent Job Order Job Order
City Accountant's Office 12 6 9 3
City Agriculture's Office 20 11 30 9
City Assessor's Office 6 3 5 2
City Budget Office 5 2 2 1
City Civil Registrar's Office 6 3 5 2
City Council's Office 14 7 23 7
City Engineer's Office 52 27 119 35
City Health Office 20 11 18 5
City Mayor's Office 58 31 405 119
City Planning and Development Office 16 9 2 1
City Social Welfare and Development Office 7 4 10 3
City Treasurer's Office 33 17 12 4
Public Market Office 20 11 25 7
Gov. Alfonso D. Tan College 66 36 149 43
General Services Office 5 2 79 23
Office of the Building Official 3 1 0 0
Human Resource and Development Management 3 1 0 0
Office of the City Administrator 0 0 1 1
Tangub City Anti-Drug Abuse Office 3 1 8 3
Office of the City Legal Officer 0 0 2 1
City Veterinary Services Office 1 1 2 1
Total 350 184 906 270

Instrument
To attain the purpose of this study, the researchers utilized a researcher-designed questionnaire which contains three factors namely,
cognitive appraisal, emotional response, and behavioral intention. The instrument undergoes content validation with three experts in
the fields of psychology, political science, and management. Each factor consists of five indicators. The questionnaire consisted of
fifteen (15) 4-point Likert scale items to measure the impact of the change in leadership on the attitudinal support of the employees of
Local Government Unit of Tangub City. This tool was used by the researchers to get or generate answers from the selected employees
in LGU Tangub City.
Procedure
Before the distribution of the validated instruments, the researchers make a letter of permission signed by the research instructor,
adviser, and the dean of the Institute of Business and Financial Services of Gov. Alfonso D. Tan College (GADTC). The researchers
addressed the letter to the City Mayor and the respondents asking for approval to conduct the study. After the permission was approved,
the researchers personally distributed the survey questionnaire to the respondents. The questionnaire included validated scales to
measure the impact of the change in leadership on the attitudinal support of the employees of Local Government Unit of Tangub City.
After the survey, the researchers retrieved the data, tabulated, analyzed, and interpreted it statistically.
Data Analysis
In this study, the researchers used a survey questionnaire of a 4-point Likert scale. The researchers carefully analyzed the collected
data to extract meaningful findings and address the research objectives. Frequency count, percentage distribution, and weighted mean
were the statistical tools used to come up with appropriate analysis and interpretation of the data gathered. The researchers used
weighted mean to interpret the average response of the respondents of each indicator presented in the tool. Carter (2010) stated that
the weighted mean involves multiplying each data point in a set by a value that is determined by some characteristic of whatever
contributed to the point. The mean is calculated by adding the scores together and then dividing by the number of scores added.
Ethical Considerations
The researchers followed ethical principles and guidelines throughout the study. The researchers would not reveal the respondents’
confidentiality to anybody. Before the start of the dissemination of the questionnaire, the researchers would obtain a written informed
consent form from the respondents. It would emphasize that the researchers used the data gathered from the questionnaire for academic
purposes only. The researchers assured the respondents that the information in the instrument strictly confidential. The researchers also
maintain the anonymity of their identities.

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Results and Discussion

This section shows the presentation, analysis, and interpretation of the data gathered by the researchers.
Table 2. Respondents’ Responses based on the Impact of Change in Leadership of LGU Tangub in terms of Cognitive Appraisal
Indicators Mean Verbal
Interpretation
1. Leadership change affects our motivation regarding our decision to put effort into a certain action. 3.26 Strongly Agree
2. Leadership change helps shape our beliefs and understandings of the change in the workplace. 3.22 Agree
3. The new leaders include us in an organization in the decision-making process 3.12 Agree
4. I am willing to make significant contribution to the change. 2.99 Agree
5. I emphasize the value of development and adaptability in an organization. 2.98 Agree
Grand Mean 3.12 Agree

Table 2 shows the respondent's responses to the impact of change in leadership on employee attitudinal support in LGU Tangub in
terms of emotional response. The highest mean is 3.27 indicates that the respondents strongly agree that sometimes they feel frustrated
regarding the working environment amid leadership change. Meanwhile, the lowest mean of 3.09 reveals that the respondents agree.
Generally, the grand mean of 3.16 implies that the indicators of the impact of change in leadership on employee attitudinal support in
LGU Tangub in terms of emotional response is high.
According to Munir and Sarwat (2022), the impact of cognitive appraisal of organizational change focuses on the individual's positive
and negative reactions towards the leadership change. Organizational change affects individual well-being and performance because it
shapes the belief and understanding of the change which leads to several reactions. Khaw et al. (2022) shared that a reaction towards a
change in cognitive responses is based on an adaption and comprehensive understanding of either positive or negative reactions of how
individuals react towards a change. It largely depends on how the leaders introduce a change developed through the interactions
between attitudes, beliefs, and feelings of an individual regarding the change.
Table 3. Respondents’ Responses based on the Impact of Change in Leadership of LGU Tangub in terms of Emotional Response
Indicators Mean Verbal Interpretation
1. I sometimes feel frustrated regarding the working environment amid leadership change. 3.27 Strongly Agree
2. I support the change of leadership in the working environment. 3.17 Agree
3. I disregard the insecurity I feel amid the change of leadership. 3.13 Agree
4. I am optimistic about responding to the change of leadership in an organization. 3.11 Agree
5. I am confident to work amid the change of leadership in the working environment. 3.09 Agree
Grand Mean 3.16 Agree

Table 3 shows the respondent's responses to the impact of change in leadership on employee attitudinal support in LGU Tangub in
terms of emotional response. The highest mean of 3.27 indicates that the respondents strongly agree that sometimes they feel frustrated
regarding the working environment amid leadership change. Meanwhile, the lowest mean of 3.09 revealed that the respondents agree
that they are confident to work amid the change of leadership in the working environment. Generally, the grand mean of 3.16 implies
that the impact of change in leadership on the employee's attitudinal support in terms of emotional response is high.
Wan et al. (2022) stated that employees' emotions have an important effect on their job performance which can be influenced by the
leaders on how they introduce the change. It validates the understanding of the influence mechanism and emotional leadership on
subordinates. Wang and Kebede (2020) said that employees have different reactions to change since they have different personal
experiences, motivation levels, characteristics, and behavior models. The employees' responses are based on the different perceptions
of employees regarding self-confidence in learning and development, organizational support, and trust in management.
Table 4. Respondents’ Responses based on the Impact of Change in Leadership of LGU Tangub in terms of Behavioral
Intention
Indicators Mean Verbal Interpretation
1. I feel able to participate in discussions in the workplace. 3.24 Agree
2. I accept the new leaders of an organization to be able to meet the goal of an organization. 3.22 Agree
3. I support the new structure in discussions and the support of the future team leads. 3.18 Agree
4. I have open resistance to organizational changes in discussions. 3.15 Agree
5. I can handle the distress feeling in the workplace amid leadership changes. 2.95 Agree
Grand Mean 3.15 Agree

Table 4 shows the respondents' responses to the impact of change in leadership on employee attitudinal support in LGU Tangub in
terms of behavioral intention. All the indicators are agreed by the respondents. Generally, the grand mean of 3.15 which implies that
the indicators of the impact of change in leadership on employee attitudinal support in LGU Tangub in terms of behavioral intention is
high. Engida et al. (2022), emphasized that the impact of change leadership can affect the behaviors of employees regarding their
readiness to change. Some public organizations focus on individual behaviors that contribute to the success or failure of change
implementations. Ma and Tang (2022) have found that for individual teams, inclusive leadership has positive effects on employees'
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behavior and performance. Leaders should have the willingness to listen carefully to the ideas of subordinates as well as praise
employees that perform excellently to achieve innovative behaviors of employees.
Table 5. Summary of Respondents' Responses on the Impact of Change
in Leadership
Factor Grand Mean Verbal Interpretation
Emotional Response 3.16 Agree
Behavioral Intention 3.15 Agree
Cognitive Appraisal 3.12 Agree

The table above depicts the summary of respondents' responses towards the impact of change in leadership at LGU Tangub. It can be
seen that the emotional response factor towards employee attitudinal support of change in leadership has the highest mean of 3.16.
Among all the factors, emotional response has a highest impact on change in leadership.
Hale (2023) stated that being leaders should be a model to influence humans to act in ways that drive to have unity in organizations
and be conscious of their model of behavioral change. Leaders should be human experts regarding the emotions and behaviors of every
individual to be more optimistic and effective leaders with good character and the ability to lead their constituents. In addition, Walk
(2022) shared that leaders are not always initiating change but rather executing it. Leadership is considered an important factor for the
successful implementation of organizational change especially if they know how to interact with the different emotions and behaviors
of employees.
Furthermore, Onyoneke and Abe (2022), emphasized that change in leadership plays an important role in implementing changes that
are planned and it is about emotional responses that focus on employees' feelings regarding the change. It can also affect the behaviors
of employees that shape the attitudinal responses to change which emphasizes the value of development and adaptability in an
organization.
Conclusions
Based on the findings, the researchers concluded that emotional response was revealed as a highly impacted factor towards change in
leadership, which was strongly agreed by the respondents. This means that the emotional response of LGU Tangub employees is more
affected by the change in leadership. It was found out that the newly elected LGU leaders should be focused on the emotions of their
employees on how to deal with them to inspire and embrace the changes for the benefit and development of the organization. Therefore,
it implies that the emotional response of employees has a significant impact on the change in leadership.
Based on the results, findings and conclusions, researchers suggest the following recommendations. First, the Local Government Unit
(LGU) of Tangub City may provide activities that could enhance the relationship of their employees such as conducting team building
or capability building to emphasize the value of development and adaptability in an organization. Second, employees may be able to
provide support and remain motivated for their work and carry out objectives to accept and embrace the changes despite their personal
and professional purposes. Third, the Human Resource Management Office (HRMO) of the local government unit may provide
consultation programs to hear the suggestions, comments, or feedback of the employees regarding the change. Fourth, Gov. Alfonso
D. Tan College may shape their attitudinal support to the LGU officials to collaborate with them and prioritize the development of their
personnel to improve their performance. Lastly, future researchers can consider the conduct of further assessments about the impact of
change in leadership with the topic "Effects of Change Leadership on Employee's Readiness to Change".
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organizational-change-employees-25171.html
Affiliations and Corresponding Information
Shajara C. Bas
Tangub City Global College – Philippines
Heziel D. Manatad
Tangub City Global College – Philippines
Voltaire B. Torrion
Tangub City Global College – Philippines

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