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Abstract: There have been many previous studies that have analyzed individual reactions to organizational change and associated them with various antecedents. However, these studies tend to only dichotomize individual reactions into forms of resistant and not resistant. Resistance itself is inconsistently defined and associated with many different aspects. This study analyzes individual reactions to organizational change from another point of view using a comprehensive re-conceptualization of reactions with an attitude theory approach that include cognitive, emotional, and intentional dimensions. This study includes transformational leadership variables as part of the leadership factor and self-efficacy as part of the individual factors that influence organizational change. The research sample includes 304 civil servants within the BPS-Statistics of Jawa Tengah Province, Indonesia. The collected data were analyzed using Partial Least Square Structural Equation Modeling (PLS-SEM). The results of the bootstrapping analysis show that transformational leadership has a significantly positive effect on the three dimensions of individual reactions to change. The influence of transformational leadership can be enhanced through the role of self-efficacy as a mediator. This research provides practical implications for organizations in increasing the chances of successful change efforts through positive individual reactions. Positive reactions are generated through transformational leadership which can provide self-efficacy as an important resource for individuals in the process of organizational change. In line with COR theory, individuals who have resources tend to be more prepared to face challenges, demands, and uncertainties, especially in the context of organizational change.DOI: https://doi.org/10.51505/IJEBMR.2023.7507
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