Ildiko Rudnak

In the context of organizational change, employees can have different reactions, where some of them accept and engage with it, and others completely refuse and resist it. Hence, companies should permanently settle for the best and introduce a fruitful leadership style along with a good change management strategy to ensure the company’s prolonged survival and prosperity.
This investigation aims to examine the influence of transformational leadership on employees’ affective commitment and intention to support change. Both were chosen to constitute the main dimensions of employees’ reactions toward organizational change and highlight the importance of organizational trust as a mediator in that correlation.
To confirm the hypotheses subtracted from the literature review, a quantitative study was managed by a survey devoted to 428 employees working for diverse service companies in Hungary and going through different change cases.
Structural equation modeling (SEM) was then applied to hold out the favorable findings, which reveal that transformational leadership is a booster for employees’ intention to support change but not for affective commitment. It was also found that organizational trust firmly mediates the relationship between transformational leadership and employees’ reaction to change.
This statement justifies that both transformational leadership and organizational trust are able to reduce change complexity and lead to its acceptance, openness, and support.

The aim of this study is to investigate the effects of Syrian refugee entrepreneurs operating in the Turkish textile industry on job satisfaction and organizational commitment of refugee employees. It is foreseen that refugees working informally may become permanent. This image shakes not only the social order but also the economic balance. A significant portion of refugees have a very low education level; also, Turkish society does not welcome them as they create a cheap labor force. Due to poor working conditions, they tend to change their jobs constantly. At this point, refugees’ attitude toward work and organization has been examined. The sample comprised 12 enterprises; 104 blue-collar employees, experts, and managers answered the questionnaires. All of the participants in the study were Syrian refugees. The results concluded that while there is a positive relationship between affective and normative organizational commitment and the perception of abstract talent management practice, there is a negative and weak relationship between continuance commitment with a strength of –0.169. The perception of tangible talent management practice is positively related to internal and external job satisfaction and negatively related to continuance commitment with a power of –0.157. Accordingly, Syrian refugees with a talent management perspective believe talented employees should be in their jobs to achieve their goals. Job satisfaction partially mediates between the abstract perception of talent management practices and organizational commitment.

Given the dynamic business world and influential trends shaping how companies function, resulting in resistance, anxiety, and confusion, thereby affecting employees’ performance and well-being, it is crucial to adopt an effective leadership approach. This study aims to explore how transformational leadership impacts employees’ affective commitment and their intentions to support change, considering the role that innovative behavior can play in this relationship. A quantitative approach was used based on an online survey of 401 employees working in marketing consulting, business consulting, transportation, and IT service companies in Hungary. These employees had to go through different organizational changes, such as transformation in structure and emergence of new technology innovation. The hypotheses were tested using structural equation modeling.
The study unveiled that transformational leadership significantly and positively impacts employees’ affective commitment toward organizational change but does not have any significant relationship with their intention to support it. However, overall, transformational leadership is a catalyst for employees’ responses to change situations. In addition, the intermediary role of employees’ innovative behavior in the association between transformational leadership and employees’ responses to change was confirmed as transformational leadership positively affects employees’ innovative behavior, affective commitment, and intentions to support change. With innovative behavior, the significant positive relationship between leadership and employees’ reactions to change remained effective. Transformational leadership and active team member engagement in innovation can facilitate the acceptance of change initiatives, alleviate business complexity, and foster collective efforts for individual and organizational success.

Type of the article: Research Article

Abstract
The growing diversity of Hungary’s service sector has created both opportunities and challenges for organizations in fostering employee engagement. This study aims to examine the impact of diversity management practices (DMP) on employee engagement, emphasizing the mediating role of conflict management climate (CMC) and the moderating role of leadership support. Grounded in social exchange theory and the resource-based view, the paper addresses the need to understand how DMPs influence engagement within multicultural workplaces.
Data were collected through an online self-administered questionnaire distributed via social media and email channels. Using a snowball sampling approach, 744 potential respondents were reached across different service companies. After excluding incomplete responses, 461 valid questionnaires were retained, yielding a 62% response rate.
Well-established scales from prior research were employed to measure the constructs, and reliability and validity were confirmed through Cronbach’s alpha, AVE, CR, and CFA. Structural equation modeling (AMOS v22) and PROCESS macro (Model 8) were applied to test the hypotheses. Results indicate that DMP significantly improves employee engagement (β = 0.348, p < 0.001), with career development and performance appraisal showing the strongest effects. CMC positively predicts engagement (β = 0.193, pм < 0.01) and fully mediates the relationship between DMP and employee engagement (indirect effect: β = 0.196, p < 0.001). Leadership support significantly moderates the effects of DMP on engagement (β = 0.351, p < 0.001) but not on CMC. The model explains 29.9% of the variance in CMC and 49.2% in engagement.