As modern organizations seek for changes to enhance their competitive positions and their
survivability in global markets the successful implementation of organizational change has
become an important management task. But still many companies are unable to succeed in change
processes. Failures show that there is considerable room for researchers to provide insights
into opportunities for improving the success of organizational change events. Given the fact
that individuals are the most important units in organizational change a successful
implementation requires employees' acceptance and support. Hence employees' positive attitudes
and their Work Engagement are considered to be fundamental requirements. Nevertheless there is
limited understanding of the multitudinous factors associated with employees decision to
support organizational change. Basically organizational change is stressful as it requires the
readiness to embrace change and the readjustment of employees' routine tasks. In this regard
leadership is considered to be one of the most important variables affecting the attitudinal
dimension of organizational processes. Empowering Leadership implies sharing power to foster
employees' motivation and engagement in their work. Empowering Leadership emerges when
supervisors foster trust-based relationships with followers show interest in their personal
problems facilitate participative decision-making and coach them to be more self-reliant.
However relatively few studies have tested how and why Empowering Leadership relates to
Follower Work Engagement in organizational change environments. This study tries to cover
exactly these points.
