Affiliations: [a] Sam Houston State University, Huntsville, TX, USA | [b] Murray State University, Murray, KY, USA
Correspondence:
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Corresponding author: Juliana D. Lilly, Sam Houston State University, Box 2056, Huntsville, TX 77341-2056, USA. Tel.: +1 (936) 294 1275; Fax: +1 (936) 294 4284; E-mail: lilly@shsu.edu; and
David W. Durr, Murray State University, 307L Business Building North, Murray, KY 42071, USA. Tel.: +1 (270) 809 6275; E-mail: ddurr@murraystate.edu
Abstract: New technology is implemented frequently in the workplace, placing new demands on employees that may cause stress and anxiety in the process. In addition, many people now engage in virtual work with few human interactions and an increased possibility of frustration with new, complicated technology. Employee attitudes toward new technology are important because attitudes influence behavior. Thus, manager behavior that impacts employee attitudes toward new technology may, in turn, influence employee work behaviors that are necessary for efficiency and productivity. Cognitive dissonance theory [7] is used in the present study to examine the link between manager behavior, employee attitude toward new technology, employee attitude toward virtual work, and organizational citizenship behavior (OCB). Results show that relationship-oriented leader behavior is positively related to attitude toward new technology and the OCB dimensions of civic virtue and loyalty, but task-oriented leader behavior is not. Attitude toward new technology is positively related to attitude toward virtual work, civic virtue and loyalty. These findings suggest that manager behavior does influence employee attitudes toward new technology and toward virtual work. As a result, managers may want to consider their leadership style when introducing new technology in the workplace.
