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Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy

Bushra Zainab (Faculty of Management Sciences, Shaheed Zulfkar Ali Bhutto Institute of Science and Technology ( SZABIST) , Karachi, Pakistan)
Waqar Akbar (Faculty of Management Sciences, Shaheed Zulfkar Ali Bhutto Institute of Science and Technology ( SZABIST) , Karachi, Pakistan)
Faiza Siddiqui (Faculty of Management Sciences, Shaheed Zulfkar Ali Bhutto Institute of Science and Technology ( SZABIST) , Karachi, Pakistan)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 14 October 2021

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Abstract

Purpose

This study investigates the impact of transformational leadership and transparent communication on employees' openness to change with the mediating role of employee organization trust and moderating effects of change-related self-efficacy.

Design/methodology/approach

A sample of 260 employees from banking sector of Pakistan through self-administrated questionnaire participated in this study and the data was analysed through partial least square structural equation modelling (PLS-SEM).

Findings

The results reveal that transformational leadership and transparent communication help to create trust among employees of the organization which ultimately have positive effects on employee openness to change. Further, the results suggest that the presence of change-related self-efficacy significantly moderates relation between the transformational leadership and employee openness to change. However, change self-efficacy does not change the relationship between transparent communication and employee openness to change.

Research limitations/implications

This study contributes to change management literature and helps organizations to understand the importance of employees and their positive behaviour during change.

Practical implications

The researcher provides the guidelines for employers to craft change communication policy during the change implementation phase.

Originality/value

This study tests a mediating role of employee organization trust and moderating role of change-related self-efficacy in relation with transformational leadership and transparent communication on employees' openness to change which had not been tested theoretically and empirically in the context of Pakistan.

Keywords

Citation

Zainab, B., Akbar, W. and Siddiqui, F. (2021), "Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy", Leadership & Organization Development Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/LODJ-08-2020-0355

Publisher

:

Emerald Publishing Limited

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