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Article
Publication date: 11 December 2020

This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on…

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Abstract

Purpose

This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on employee positivity in reacting to change. Secondly, it aims to investigate whether the extent of change moderates the relationship between transformational leadership, self-efficacy and reactions to change. This study also explores the possibility that when the extent of change is higher, the effectiveness of transformational leadership may be lower.

Design/methodology/approach

This study used a sample of employees where the organization was going through significant change. Employee ratings on specific scales were used to measure transformational leadership, self-efficacy, affective commitment to organizational change, and intention to support change. A cumulative change index was used to assess the number of changes employees had experienced during the change process.

Findings

The results confirmed hypothesis 1 that transformational leadership was related to affective commitment and intention to support change and this was to a high level of statistical significance. Testing hypothesis 2 that self-efficacy mediated the effect of transformational leadership on commitment and intention to support change indicated that self-efficacy did mediate in this relationship confirming both hypothesis 2a and 2 b. The results did not support hypothesis 3a, with no significant interaction effect showing that the interaction between transformational leadership and self-efficacy did not differ between low versus high extent of change. However, the results did support hypothesis 3 b with the strength of the positive relationship between self-efficacy and reactions to change differing across high versus low extent of change. For both affective commitment and intention to support change, the interaction of self-efficacy and change index was significant.

Research limitations/implications

Current weaknesses in the transformational leadership research include: a bias towards heroic leadership and away from collective and shared process of leadership, the underlying processes have not been clearly identified, lack of precision about situational variables that may impact on these processes. This paper does not address the first weakness.

Practical implications

Self-efficacy gains importance when the extent of change is high. The results suggest that change managers should adopt a transformational style of leadership to enhance recipients’ self-efficacy to generate positive attitudes and behaviours during change. They also suggest the selection and training of managers in transformational leadership attributes and also the inclusion of this in the monitoring of managers’ behaviours in post. The research outlined in this paper makes a significant contribution to an organization’s capacity to achieve change, particularly when the extent of change is high.

Social implications

This research provides ways in which organizations can better achieve change through positive processes.

Originality/value

Transformational leadership can create a vision of the future and inspire followers to work to achieve it and to build hope and confidence for the future. This can prevent or overcome resistance to or reluctance about change. Lack of alignment of values between employees and the organization can result in change failure. This paper provides original insight into how change can be achieved by transformational leadership building self-efficacy.

Details

Development and Learning in Organizations: An International Journal, vol. 35 no. 5
Type: Research Article
ISSN: 1477-7282

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Book part
Publication date: 26 June 2006

Evelyn Fenton and Andrew Pettigrew

This chapter examines the impact of adopting a global strategy upon leaders’ roles and identities in an engineering consultancy firm. Drawing upon process and social…

Abstract

This chapter examines the impact of adopting a global strategy upon leaders’ roles and identities in an engineering consultancy firm. Drawing upon process and social practice perspectives on leadership; our results explain leaders’ resistance to changing practices despite major process changes as due to the threats to their identity caused by the new role requirements to implement a global strategy. Our emerging process and social practice model of leadership highlights the complementary nature of process and practice change, creates a distinction between good and malign ambiguity in professional services firms and has implications for regulating the pace and timing of major changes which impact upon professional identities.

Details

Professional Service Firms
Type: Book
ISBN: 978-0-76231-302-0

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Book part
Publication date: 13 July 2020

Adriadi Novawan and Siti Aisyiyah

This chapter presents a reflective study on the role of leadership in curriculum changes in Indonesian higher education. It was based on case studies carried out in 2012…

Abstract

This chapter presents a reflective study on the role of leadership in curriculum changes in Indonesian higher education. It was based on case studies carried out in 2012 and 2014 at Politeknik Negeri Jember (POLIJE), a vocational higher education institution (HEI) that was selected by the Ministry of Research, Technology and Higher Education of Indonesia as a pilot project implementation of the newly established Indonesian Qualification Framework. It describes the theoretical and contextual background of the study that was inseparable with the growing concern on globalization, internationalization, and democratization of HEIs worldwide. Meanwhile, curriculum changes since 1961 demonstrated the dynamic of the curriculum, which signified either the development of national education or instabilities in the individual HEIs. These signify the breadth, depth, and the contexts of ESD curriculum development in Indonesian HEIs, which confronted the leaders or managers with the complexity. This requires effective functions related to the change strategy and shared roles between the top and middle leaders in coping with the leadership, managerial, and academic issues within an interdisciplinary setting. In this top-down change, the intention to adopt the transformational leadership model was obvious in the level of top leaders, while in the middle leadership, practices were less hierarchical. The leaders both in the top and the middle levels had complemented to each other with low attention on the notion of organizational learning. In light of sustainable education, the notion of organizational learning gives the foundation for successful change and sustainable organizational development. It is because the best performance of an institution will strongly be influenced by the quality of investment in the capacity development of both the leaders and staff.

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Book part
Publication date: 26 November 2018

Janet Ann Nelson

Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector…

Abstract

Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector, Osland, & Taylor, 2014). This chapter shares findings from a recent qualitative study that examined how global business leaders navigate complex global changes. Data were collected from 23 global business executives working for 20 unique global enterprises, in 12 different functions, through a pre-interview participant qualifying profile, an in-depth semi-structured interview, and follow-up verification. Findings reveal that global business executives are contextual leaders who juggle both global task and global relationship complexities. The paradox is the process they employ to navigate continuous change, enabled by sensemaking. Finally, as agile learners, they prove that the global leadership capabilities required to navigate paradox can be learned.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78754-297-6

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Book part
Publication date: 12 April 2019

William J. Schell

The purpose of this chapter is to provide the reader with tools to help change their organizational culture. Specifically, this chapter investigates the importance of…

Abstract

The purpose of this chapter is to provide the reader with tools to help change their organizational culture. Specifically, this chapter investigates the importance of leadership in understanding and changing culture within organizations and explores different change management models to effectively change culture within organizations. This chapter summarizes tools from the Leadership and Change Management literature, including findings from the author’s studies, and best practices from a variety of industries.

Tools are provided so that readers can target leadership changes in preparation for cultural change. Leadership behaviors at the top of an organization are discussed using the full-range leadership model, with a specific focus on understanding, developing, and harnessing transformational leadership behaviors within an organization. Leadership at the top of an organization is complemented with a discussion of the importance of middle leadership throughout the organization including a model to understand and develop those behaviors. The chapter ends with seven different approaches to structuring and managing change that organizations can adopt to improve the probability of driving successful change in their organizations.

For organizations seeking to develop or improve their safety culture, these tools provide a roadmap for harnessing the needed leadership behaviors and organizational tools to effectively make change. By understanding and applying these tools, organizations can find success in their culture change initiatives faster and with fewer problems.

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Article
Publication date: 5 December 2020

Mampe Kumalo and Caren Brenda Scheepers

Organisational decline has far-reaching, negative emotional and financial consequences for staff and customers, generating academic and practitioner interest in turnaround…

Abstract

Purpose

Organisational decline has far-reaching, negative emotional and financial consequences for staff and customers, generating academic and practitioner interest in turnaround change processes. Despite numerous studies to identify the stages during turnarounds, the findings have been inconclusive. The purpose of this paper is to address the gap by defining these stages, or episodes. The characteristics of leaders affect the outcome of organisational change towards turnarounds. This paper focusses, therefore, on the leadership requirements during specific episodes, from the initial crisis to the full recovery phases.

Design/methodology/approach

A total of 11 semi-structured interviews were conducted with executives from the public sector in South Africa who went through or were going through turnaround change processes and 3 with experts consulting to these organisations.

Findings

Contrary to current literature in organisational change, this study found that, in these turnaround situations, leadership in the form of either an individual CEO or director general was preferable to shared leadership or leadership distributed throughout the organisation. This study found four critical episodes that occurred during all the public service turnarounds explored, and established that key leadership requirements differ across these episodes. The study shows how these requirements relate to the current literature on transactional, transformational and authentic leadership.

Practical implications

The findings on the leadership requirements ultimately inform the selection and development of leaders tasked with high-risk turnaround change processes.

Originality/value

Four episodes with corresponding leadership requirements were established in the particular context of public sector turnaround change processes.

Details

Journal of Organizational Change Management, vol. 34 no. 1
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 22 February 2021

Gechinti Bede Onyeneke and Tomokazu Abe

The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.

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1230

Abstract

Purpose

The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.

Design/methodology/approach

Using a non-experimental quantitative research design, and a self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant change. Data analysis was by structural equation modeling (SEM).

Findings

Change leadership behaviors bearing on; visioning, communication, participation, support and concern for change participants' interests were found to be of significant importance in ensuring employee buy-in and support for planned change efforts. Although change leadership had no direct effect on employees' behavioral intentions to support change, it was strongly related to employee cognitive appraisal of change. The relationship between change leadership and employee behavioral intentions to support planned change was serially mediated by employee cognitive appraisal and emotional response toward the planned change event.

Practical implications

In appraising planned organizational change efforts, managers tend to focus on employee behaviors toward the change instead of conditions that drive such behaviors. This study underscores the need to focus on employee attitudes as precursors to desired behavior toward change.

Originality/value

Prior research suggests that change leadership behaviors affect employee attitudinal reactions to change but yet lacked empirical validation. By applying a multidimensional approach to attitude and investigating its hierarchy of effects, this study enhanced our accuracy in explaining the influence change leadership has on employee attitudinal support for change.

Details

Journal of Organizational Change Management, vol. 34 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 9 October 2020

M. Nazmul Islam, Fumitaka Furuoka and Aida Idris

The research aims to investigate the impact of transformational leadership on employee championing behavior and to determine the mediating effect of work engagement in the…

Abstract

Purpose

The research aims to investigate the impact of transformational leadership on employee championing behavior and to determine the mediating effect of work engagement in the context of organizational change.

Design/methodology/approach

This is a quantitative approach, which is based on cross-sectional data. In total, 300 available cases are processed through structural equation modeling in order to infer the results.

Findings

The results indicate that transformational leadership is significantly related to championing behavior during organizational change. Moreover, work engagement fully mediates the relationship between transformational leadership and championing behavior in the context of organizational change.

Practical implications

Managers should emphasize the practice of the transformational leadership approach, as well as should stress the antecedents of work engagement in order to foster the employee championing behavior in the context of organizational change.

Originality/value

The research contributes to the change management and human resource management literature by providing a plausible explanation of the mediating role of work engagement in connecting transformational leadership and employee championing behavior in the context of organizational change.

Details

South Asian Journal of Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-628X

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Article
Publication date: 1 April 2020

Secil Bayraktar and Alfredo Jiménez

Drawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support…

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1435

Abstract

Purpose

Drawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.

Design/methodology/approach

A survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.

Findings

The findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.

Practical implications

The results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.

Originality/value

This study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

Details

Journal of Organizational Change Management, vol. 33 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 25 July 2020

H.M. Saidur Rahaman, Jeroen Camps, Stijn Decoster and Jeroen Stouten

In the present study, the authors draw on social exchange theory to argue that ethical leaders offer positive exchanges in times of change and thereby encourage employees…

Abstract

Purpose

In the present study, the authors draw on social exchange theory to argue that ethical leaders offer positive exchanges in times of change and thereby encourage employees’ change commitment, which subsequently reduces their dysfunctional resistance. Drawing on uncertainty management theory, the authors further hypothesize that employees’ perception of change information (i.e. a change-specific context) not only moderates the negative relationship between employees’ change commitment and dysfunctional resistance but also the indirect relationship between ethical leadership and dysfunctional resistance via change commitment.

Design/methodology/approach

The authors conducted a two-source cross-sectional survey involving 144 matched pairs of employees and coworkers from a range of organizations.

Findings

Employees’ change commitment mediates the relationship between ethical leadership and their dysfunctional resistance. Furthermore, employees’ perception of change information not only moderates the relationship between change commitment and dysfunctional resistance but, more importantly, also the indirect effect between ethical leadership and dysfunctional resistance via change commitment. More specifically, the effect of change commitment on employees’ dysfunctional resistance as well as the indirect effect of ethical leadership on employees’ dysfunctional resistance through change commitment are stronger when there is little change information.

Research limitations/implications

Ethical leadership is able to reduce employees’ dysfunctional resistance, particularly when employees have limited information regarding the change.

Originality/value

This study demonstrates how change commitment acts as a mediator and change information serves as a moderator in the ethical leadership–dysfunctional resistance relationship in the time of organizational change.

Details

Personnel Review, vol. 50 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

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