Huy et al. (2014), Academy of Management Journal

From Support to Mutiny: Shifting Legitimacy Judgments and Emotional Reactions Impacting the Implementation of Radical Change

Over three years of a radical change, middle managers went from supporting their top leaders to mutiny as they reassessed whether those leaders were legitimate, and their emotional reactions fed rising resistance.

Parts of the Loop it informs

Make sense togetherSupports Start it close to the workMixed The middle's own weatherSupports

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Questions this study helps answer

What the research saysWhy do middle managers resist change?What the research saysDoes trust in leaders matter during change?What the research saysWhy do changes stall after launch?

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