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This paper examined the interaction between the transformational leadership behaviors of a former and new leader on employees' resistance and support for change. The findings showed that the former leader's transformational leadership significantly moderates the relationship between the new leader's transformational leadership and employee resistance and support for change. Random intercept models were used to account for potential biases due to the nested nature of the data. To further facilitate the interpretation, the interaction patterns were plotted using the LOOP command in Mplus 7.0. The results suggest that, when the former leader's transformational leadership is low, the new leader's transformational leadership behavior decreases followers' resistance to change behaviors. Additionally, the relationship of the new leader's transformational leadership with follower support for change was found to be stronger when the former leader's transformational leadership was high.

This article investigated the impact of a past and new leader's transformational leadership practices on workers' resistance and support for change. The results revealed that the transformative leadership of the past leader considerably moderates the link between the transformational leadership of the new leader and employee resistance and support for change. To account for any biases caused by the nested structure of the data, random intercept models were applied. The interaction patterns were visualized using the LOOP function in Mplus 7.0 to aid understanding. When the prior leader's transformational leadership is low, the new leader's transformational leadership conduct reduces followers' reluctance to change behaviors, according to the findings. Moreover, when the prior leader's transformational leadership was high, the association between the new leader's transformational leadership and follower support for change was shown to be greater.

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