Organizational change is a particularly emotional event for those being confronted with it. Anger is a frequently experienced emotion under these conditions. This study analyses the influence of employees' habitual anger reactions on their reported behavior during organizational change. It was explored whether anger reactions conducive to recovering or increasing individual well-being will enhance the likelihood of functional change behavior. Dysfunctional regulation strategies in terms of individual well-being are expected to decrease the likelihood of functional change behavior-mediated by the commitment to change. Four hundred and twelve employees of different organizations in Luxembourg undergoing organizational change participated in the study. Findings indicate that the anger regulation strategy venting, and humor increase the likelihood of deviant resistance to change. Downplaying the incident's negative impact and feedback increase the likelihood of active support for change. The mediating effect of commitment to change has been found for humor and submission. The empirical findings suggest that a differentiated conceptualization of resistance to change is required. Specific implications for practical change management and for future research are discussed.