The Effect of Managerial Coping Approaches on Employee Ambivalence Toward Organizational Change: A Field Study at the College of Administration and Economics, University of Sumer

This study investigates employee ambivalence toward organizational change among academic and administrative staff and examines the effectiveness of managerial approaches in mitigating such ambivalence. The study is grounded in a contemporary conceptualization of ambivalence as the simultaneous coexistence of positive and negative evaluations toward the same organizational phenomenon. Using a descriptive-analytical design, data were collected through a structured questionnaire administered to a stratified random sample of 80 employees at the College of Administration and Economics, University of Sumer. The findings indicate that managerial approaches collectively account for a significant proportion of the variance in employee ambivalence. Leadership support emerged as the strongest predictor, followed by managerial transparency, effective communication, and participation in change. In contrast, empowerment and capacity-building did not demonstrate a statistically significant independent effect when the remaining dimensions were controlled. The study recommends prioritizing leadership support as a key intervention for reducing employee ambivalence and integrating empowerment initiatives within a supportive leadership environment to maximize their effectiveness.