Whether I’m working with new leaders or those who have decades of experience, I’ve noticed one challenge that comes up again and again: unexpected resistance. When leaders roll out a new policy, introduce a process change, or set a new expectation, they’re caught off guard when employees push back.
They say: “I thought this would make things easier or, “I expected some hesitation, but I didn’t think we’d get this much resistance.”
It’s not that the whole team is rebelling. And it’s not that leaders assume everyone will blindly follow. But even when a change is well-intended and thoughtfully planned, resistance can still show up in ways they don’t expect.
Psychologist Jack Brehm’s Theory of Reactance helps explain one reason why people resist change: they instinctively push back when they feel their freedom is being restricted—even if the change benefits them. The more something feels imposed, the more people resist on principle.
By combining Brehm’s research with other theories on motivation, leadership, and communication, we can better understand how to reduce resistance and build trust. Here’s how.
Give Autonomy, But Set Clear Boundaries
People thrive when they feel a sense of ownership over their work, yet effective leadership often requires setting parameters. The key is to strike a balance: provide the framework while allowing autonomy within it.
For instance, if your team is tackling a project, establish the objectives and deadlines but let team members decide how to allocate tasks or approach the work. This method signals trust and respect for their expertise. Self-Determination Theory (SDT), first introduced by Deci and Ryan, shows that autonomy is a core psychological need that drives motivation. When people feel they have control over their work, they are less likely to push back and more likely to invest in the outcomes.
Match Your Leadership to Person, Not the Task
Not everyone needs the same type of guidance. One team member may appreciate detailed instructions, while another might feel stifled by micromanagement. Effective leaders adapt their approach to meet people where they are, taking into account their experience, skills, and confidence.
Consider a scenario where a senior team member resists frequent check-ins. Instead of enforcing rigid oversight, try a collaborative approach: “How often do you think we should meet to review progress?” This signals respect for their competence while ensuring alignment on key goals. Hersey and Blanchard’s Situational Leadership Theory supports this approach, emphasizing that leadership is most effective when it matches the follower’s needs, balancing support with autonomy as appropriate.
Use Listening to Defuse Resistance
When resistance surfaces, the natural reaction is often to push harder—but this usually backfires. A better approach is to pause, listen, and seek to better understand where the resistance is coming from since it typically stems from different sources. Sometimes it’s a fear of losing control (reactance); other times it’s uncertainty or skepticism about the rationale behind a decision.
Instead of jumping to justify your position, ask open-ended questions to uncover the other person’s perspective. For example, “What concerns you most about this change?” Listening without defensiveness not only validates their feelings but can also reveal practical adjustments that address their concerns. Conflict resolution research consistently highlights active listening as a cornerstone of effective leadership. By demonstrating empathy, not only do you reduce resistance, you also build trust.
Empower Others by Framing Requests Thoughtfully
Sometimes, resistance is triggered by how a request is communicated. People are more likely to cooperate when they feel they have a choice, even within constraints. Small adjustments to language can make a big difference.
Instead of issuing directives like, “This is what you need to do,” try framing your guidance as an invitation: “One option to consider is this approach—what are your thoughts?” Research on Brehm’s Theory of Reactance suggests that when people perceive a threat to their autonomy, they instinctively resist. Offering choices—even if limited—can prevent this reaction by preserving a sense of control.
Additionally, explaining the reasoning behind decisions can reduce the perception of arbitrary control. When people understand the “why” behind your request, they’re less likely to resist.
Reactance is a natural human response, but great leaders know how to work with it rather than against it.
Give people autonomy within boundaries.
Adjust your leadership style to the individual.
Listen first, then talk.
Frame requests as choices, not commands.
When people experience trust and autonomy, their resistance fades, and collaboration grows stronger. These principles, supported by decades of psychological research, build the kind of workplace where everyone feels empowered to do their best work.
Sources
Brehm, J. W. (1966). A theory of psychological reactance. Academic Press.
Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471–482.
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
Fisher, R., & Ury, W. (1981). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training and Development Journal, 23(5), 26–34.
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