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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

Keywords

Article
Publication date: 22 December 2022

Muhammad Umer Azeem, Dirk De Clercq and Inam Ul Haq

This study investigates how and when employees' exposure to organizational leaders who propose major changes might direct those employees toward efforts to mobilize…

Abstract

Purpose

This study investigates how and when employees' exposure to organizational leaders who propose major changes might direct those employees toward efforts to mobilize support for innovative ideas. It specifically theorizes a mediating role of performance pressure beliefs and a moderating role of perceived organizational underperformance in this process.

Design/methodology/approach

Three-wave, multi-rater survey data were collected among employees and their supervisors across various industries.

Findings

A critical explanatory mechanism that links change-oriented leadership with enhanced championing efforts is that employees experience performance-related hardships. The extent to which employees perceive that their organization is unable to meet its own performance targets triggers this process.

Practical implications

For organizational decision makers, the findings identify results-driven pressures as key mechanisms by which employees' exposures to change-oriented leadership can be leveraged to promote novel ideas. This translation is more likely among employees who are convinced that there is significant room for organizational improvement.

Originality/value

This study unravels the previously unexplored link between change-oriented leadership and idea championing, pinpointing the influences of two performance-related aspects: beliefs about strenuous organization-induced performance expectations and perceptions of an underperforming employer.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

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

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.

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

Keywords

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.

Open Access
Article
Publication date: 16 March 2022

Thanh Thi Cao and Phong Ba Le

Given the important role of change capability for organizational development and competitive advantage, the purpose of this study is to clarify the influences of…

2039

Abstract

Purpose

Given the important role of change capability for organizational development and competitive advantage, the purpose of this study is to clarify the influences of transformational leadership (TL) on organizational change capability (OCC) via mediating roles of two specific aspects of trust in leadership namely disclosure-based trust and reliance-based trust.

Design/methodology/approach

Structural equation modeling is applied to test the degree of influences of TL and employee trust on OCC via empirical data collected from 376 participants in 115 small and medium firms in China.

Findings

The results show the positive and significant impacts of TL and aspects of employee trust in leadership on OCC. It indicated that disclosure-based trust in leadership has a greater influence on change capability in comparison with the effect of reliance-based trust in leadership. Especially, the findings have shown the evidence supporting the mediating mechanism of aspects of employee trust in leadership between TL and OCC.

Research limitations/implications

This study provides the practical initiatives that highlight the importance of applying TL style to build and improve the trust of employees in their leadership for fostering OCC.

Originality/value

The paper has significantly advanced and deepened insight of how transformational leaders nurture employee’s specific shades of trust in leadership for fostering OCC. The valuable findings of this study contribute to enriching the theoretical basis of organizational behavior and change management, and can be used to analyze and explain the relationships between TL, employee’s trust in leadership and organizational capability for change.

Details

European Journal of Management and Business Economics, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2444-8451

Keywords

Article
Publication date: 4 January 2022

Dewie Tri Wijayati, Zainur Rahman, A’rasy Fahrullah, Muhammad Fajar Wahyudi Rahman, Ika Diyah Candra Arifah and Achmad Kautsar

This paper aims to explore employee perceptions of companies engaged in services and banking of the role of change leadership on the application of artificial intelligence…

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Abstract

Purpose

This paper aims to explore employee perceptions of companies engaged in services and banking of the role of change leadership on the application of artificial intelligence (AI) that will impact the performance and work engagement in conditions that are experiencing rapid changes.

Design/methodology/approach

This study has used a quantitative research approach, and data analysis uses an approach structural equation modeling (SEM) supported by program computer software AMOS 22.0. A total of 357 respondents were involved in this study, but only 254 were qualified. In this study, the respondent is an employee of companies engaged in the services and banking sector in the East Java, Indonesia region.

Findings

The results reveal that AI has a significant positive effect on employee performance and work engagement. Change leadership positively moderates the influence of AI on employee performance and work engagement.

Originality/value

The development of this model has a novelty by including the moderating variable of the role of change leadership because, in conditions that are experiencing rapid changes, the role of leaders is essential. After all, leaders are decision-makers in the organization. The development of this concept focuses on studies of companies engaged in services and banking. Employee performance is an essential determinant in the organization because it will improve organizational performance. In addition, the application of AI in organizations will experience turmoil, so that the critical role of leaders is needed to achieve success with employee work engagement.

Details

International Journal of Manpower, vol. 43 no. 2
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 23 August 2018

Ma. Regina M. Hechanova, Jaimee Felice Caringal-Go and Jowett F. Magsaysay

The purpose of this paper is to examine differences in implicit change leadership schemas and their relationship with change management (CM) of employees of academic…

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Abstract

Purpose

The purpose of this paper is to examine differences in implicit change leadership schemas and their relationship with change management (CM) of employees of academic institutions and business enterprises.

Design/methodology/approach

This study used a quantitative approach through surveys with 645 employees in academic institutions and business enterprises. Path analysis and regression were conducted to determine the relationships between the constructs.

Findings

Results show that CM mediates the relationship of change leadership schemas and affective commitment to change in both business enterprises and academic institutions. However, differences were found in the change leadership schemas that predict perceived effectiveness of CM. Execution competencies predicted effectiveness of CM in business enterprises whereas strategic and social competencies predicted perceived effectiveness of CM in academic institutions.

Research limitations/implications

The limitations of the study were the use of self-report data and its cross-sectional design. Future research may use longitudinal designs and multiple sources of data to explore the relationship of change leadership schemas and perceived effectiveness of CM. Moreover, leadership schemas may be examined in other types of organizations such as non-profits, government agencies and social enterprises.

Practical implications

Results suggest that change leadership schemas are context-dependent. Thus, it is important to consider organizational culture and follower schemas when choosing change leaders and executing change. Moreover, differences in the saliences of change leader schemas by type of organization suggest the need to adopt contextually nuanced approaches to the selection and development of change leaders.

Originality/value

This paper contributes to organizational change literature by providing evidence of differences in change leadership schemas among academic institutions and business enterprises.

Details

Leadership & Organization Development Journal, vol. 39 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 7 August 2017

Jowett F. Magsaysay and Ma. Regina M. Hechanova

The purpose of this paper is to propose a model for implicit change leadership theory (ICLT) and to explore its relationship with perceived effectiveness of change management (CM).

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Abstract

Purpose

The purpose of this paper is to propose a model for implicit change leadership theory (ICLT) and to explore its relationship with perceived effectiveness of change management (CM).

Design/methodology/approach

The study employed a mixed-methods design. It used a qualitative approach to identify schemas on the traits and behaviors of an ideal leader and schemas on what constitute effective CM. A quantitative approach was followed to test the conceptual model.

Findings

The study suggests five competencies of ideal change leaders: strategic and technical competencies, execution competencies, social competencies, character, and resilience. Together, these five competencies comprise an ICLT. Moreover, schema congruence correlates with perceived effectiveness of CM. The closer the congruence between subordinates’ ideal change leader and their actual change leader, the greater the perceived effectiveness of CM.

Research limitations/implications

The study was limited to employees in the Philippines. It is thus suggested that data gathering in other populations be conducted to allow for generalizability of results. The research was cross-sectional in design, that limits causal explanations. Longitudinal studies examining perceptions and attitudes during and after the implementation of change could provide more robust evidence of the relationships between schemas and perceptions of change.

Practical implications

The results suggest that to increase the chances of success of their change initiatives, organizations could consider leadership development interventions that could enhance the competencies of their leaders in the implicit change leadership constructs. Organizations also need to consider employee schemas of effective CM when implementing change.

Originality/value

The main contribution of this paper is to expand implicit leadership theory by applying it to a specific leadership context, that of organizational change, and to derive an ICLT.

Details

Leadership & Organization Development Journal, vol. 38 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

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