Search results

1 – 3 of 3
Content available
Article
Publication date: 18 December 2019

Abdul Halim Busari, Sajjad Nawaz Khan, Siti Mariam Abdullah and Yasir Hayat Mughal

This study aims to investigate the relationship between transformational leadership style and factors of employees’ reactions towards organizational change in the…

5780

Abstract

Purpose

This study aims to investigate the relationship between transformational leadership style and factors of employees’ reactions towards organizational change in the telecommunication sector of Pakistan. Furthermore, to understand the importance of followership it has been analyzed as a moderating variable in the relationship between transformational leadership style and factors of employees’ reactions.

Design/methodology/approach

A mixed methods study design was applied to investigate the factors underlying the phenomenon of transformational leadership and organizational change. A quantitative research design was followed by qualitative research questions to get more in-depth insights into the used relationships. The primary purpose of the qualitative study design was to support and strengthened the results of the main quantitative research design.

Findings

The results of the study showed that transformational leadership style was positively related to all three factors of employees’ reactions (frequency of change, trust in management and employees’ participation) towards organizational change. Moreover, followership has a significant effect on the relationship between transformational leadership style and factors of employees’ reaction.

Practical implications

This study suggests that for successful implementation of change in organizations, the employees play an important role and that managers with transformational leadership behaviour play a critical role in shaping positive change reactions. This study also highlights that both transformational leadership and followership are essential elements in shaping recipients’ reactions, with active followers contributing to the role of leadership in the change process.

Originality/value

This study is the first attempt specifically in Asian context to highlight the role of followership as a moderating variable in leadership theory in the organizational change context.

Details

Journal of Asia Business Studies, vol. 14 no. 2
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 30 November 2021

Gul Afshan, Umar Farooq Sahibzada, Hira Rani, Yasir Hayat Mughal and Ghulam Muhammad Kundi

Past studies have largely focused on leaders' influence on employees' attitudes and behaviors, largely ignoring the followership and its consequences. This study…

Abstract

Purpose

Past studies have largely focused on leaders' influence on employees' attitudes and behaviors, largely ignoring the followership and its consequences. This study investigates the social impact that followers induce on leaders through their intentions and actions. Following social impact theory (SIT), this study contributes to the growing research on supervisory knowledge hiding (KH) and related positive consequences beyond the traditional leader-centered approach. This paper investigates the serial mediation link between supervisory KH and supervisory knowledge-based trust (KBT) via perceived prosocial impact and supervisor directed citizenship behavior.

Design/methodology/approach

Time-lagged dyadic data of 348 employees working in a bank under 54 supervisors were collected from Saudi Arabia.

Findings

The findings suggest that supervisory KH entails a potential prosocial impact on employees to engage in supervisor-directed citizenship behavior that builds the KBT in supervisors about subordinates. The empirical support provides an understanding of the social impact of subordinates' influence on supervisors above and beyond traditional leadership literature by depicting the active role of followers in influencing leaders' behavior in building trust in knowledge management. Theoretical and practical implications of the findings are also discussed.

Originality/value

By studying the followership effect on leadership, this study extends the social impact process beyond a social phenomenon to the workplace in a supervisor–subordinate relationship. Moreover, examining the positive framing of a leader's KH to transform such behaviors through active followership role provides a new insight into positive consequences of supervisory behavior through social impact.

Details

Aslib Journal of Information Management, vol. 74 no. 2
Type: Research Article
ISSN: 2050-3806

Keywords

Article
Publication date: 10 April 2017

Abdul Halim Busari, Yasir Hayat Mughal, Sajjad Nawaz Khan, Shahid Rasool and Asif Ayub Kiyani

This paper argues that teachers’ promotion should also have an impact on turnover intention. The purpose of this paper is to determine the relationship between promotion…

4327

Abstract

Purpose

This paper argues that teachers’ promotion should also have an impact on turnover intention. The purpose of this paper is to determine the relationship between promotion and turnover intention of advance learning institutions of the Khyber Pakhtoon Khwa Province of Pakistan and the moderating effect of the analytical cognitive style.

Design/methodology/approach

A quantitative approach is used predominantly. A questionnaire survey research design is used to collect the data from the entire province and 502 completed questionnaires were collected from the respondents. The questionnaire included the Job Descriptive Index consisting of seven items on job satisfaction, the turnover intention questionnaire consisting of three items and a five-point Likert scale used to determine cognitive style index (CSI); the CSI was used. The fourth section included an open-ended questionnaire and the fifth section included demographic variables. Hierarchical multiple regressions were used to check how much variance promotion occurs upon turnover intention and it also determined how much variance analysis cognitive style occurs upon promotion and turnover intention of advance learning institutions of the KPK province of Pakistan. The correlation results from a bivariate Pearson correlation showed significant results, which were later strengthened by the regression results.

Findings

The findings suggested that a negative relationship was found between promotion and turnover intention, whereas a weak correlation was found between promotion and analytical. Moderating results show that analytical cognitive style does act as a moderator between the promotion and turnover intention.

Research limitations/implications

This research was only carried out on advance learning institutions; thus, the findings can only be generalized to higher education institutions in the Khyber Pakhtoon Khwa state.

Practical implications

This extended model of job satisfaction will be useful to lead to changes in job satisfaction and turnover intention of academicians of the Khyber Pakhtoon Khwa province of Pakistan. The findings of this study could be used to guide the management of advance learning institutions and professional academicians to build targeted learning activities around key components of the academician’s promotion, determine where individuals are in their journey, set personalized goals and provide feedback to the management in the process of the development of policies for academicians of advance learning institutions.

Social implications

The findings of this study will help the higher education commission of Pakistan to make policies that will enable higher education institutions to formulate flexible promotion policies for teachers in order to retain them.

Originality/value

The findings of this study are a valuable extension of the relevant research as this is the first empirical study to examine the effects of cognitive style on promotion policies and turnover intention in advance learning institutions of Pakistan. In the context of an efficient and effective educational policy, a greater understanding of an academician’s promotion could facilitate the development of a more effective policy practice that would increase not only the job satisfaction of the academicians but decrease the turnover intention of the academicians.

Details

Journal of Management Development, vol. 36 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

1 – 3 of 3