Implementation of organizational changes is a reoccurring task in all organizations, and the existing literature points to employee support and engagement in the change processes as important predictors of successful reform outcomes. This paper examines employee agency in distributed leadership during a hospital merger and whether hospital employees’ public service motivation causes them to engage more in such collective leadership efforts. A two-wave panel study from 2012-2015 during the hospital merger implementation process confirms that public service motivated employees do engage more in distributed leadership practices during organizational change. Yet, this positive association depends on whether the employees agree with the goals and aims of the merger.
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