Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation
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Published March 28, 2017
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DOIhttp://dx.doi.org/10.21511/ppm.15(1).2017.03
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Article InfoVolume 15 2017, Issue #1, pp. 35-44
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Cited by8 articlesJournal title: International Journal of Research in Business and Social Science (2147- 4478)Article title: The effect of transformational leadership on employee performance mediated by readiness to change & work motivation: A survey of PT. Karsa Utama Lestari employeesDOI: 10.20525/ijrbs.v11i6.1945Volume: 11 / Issue: 6 / First page: 252 / Year: 2022Contributors: Ahmad Rizky Hariadi, Muafi MuafiJournal title: SAGE Open NursingArticle title: The Effect of Transformational and Transactional Leadership Styles on Organizational Readiness for Change Among Health ProfessionalsDOI: 10.1177/23779608231185923Volume: 9 / Issue: / First page: / Year: 2023Contributors: Mathewos Mekonnen, Zelalem BayissaJournal title:Article title:DOI:Volume: / Issue: / First page: / Year:Contributors:Journal title:Article title:DOI:Volume: / Issue: / First page: / Year:Contributors:Journal title: Public Administration and PolicyArticle title: Using the Power-Interruptions-Finances-Resources model to tackle the financial management problems of municipal corporations in IndiaDOI: 10.1108/PAP-06-2022-0058Volume: 26 / Issue: 2 / First page: 213 / Year: 2023Contributors: Eliza Sharma, John Ben PrinceJournal title: Revista de Administração de EmpresasArticle title: LEVERAGING DEMANDS AND RESOURCES TO CULTIVATE SUPPORT FOR CHANGE: AN INTEGRATIVE PERSPECTIVEDOI: 10.1590/s0034-759020230201Volume: 63 / Issue: 2 / First page: / Year: 2023Contributors: Farhan Mehboob, Noraini OthmanJournal title: Problems and Perspectives in ManagementArticle title: Leadership and social responsibility from the perspective of genderDOI: 10.21511/ppm.17(2).2019.23Volume: 17 / Issue: 2 / First page: 303 / Year: 2019Contributors: Juan Manuel Andrade Navia, Elías Ramírez Plazas, Yenny Catherine DiazJournal title: Revista de Administração de EmpresasArticle title: IMPULSIONANDO DEMANDAS E RECURSOS PARA CULTIVAR APOIO PARA A MUDANÇA: UMA PERSPECTIVA INTEGRATIVADOI: 10.1590/s0034-759020230201xVolume: 63 / Issue: 2 / First page: / Year: 2023Contributors: Farhan Mehboob, Noraini Othman
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The purpose of this study was to examine the relationship between transformational leadership and change readiness through perceived bureaucratic structure among government employees in Rasht. As a methodology, descriptive method was applied using questionnaire to collect data. The studied population consisted of 600 employees from three state organizations including Municipality, Gilan Tax Department and Gilan Justice Court. According to Morgan table, the sample size was estimated at 234. This study examined six hypotheses, which were tested using multiple regression method. The results showed that transformational leadership had a positive direct effect on employee change readiness and its dimensions. However, substitution of the bureaucratic structure in the model eliminated the effect. Finally, the hypothesis on the effect of transformational leadership on change readiness through perceived bureaucratic structure was rejected.
- Keywords
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JEL Classification (Paper profile tab)M12, D73
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References28
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Tables8
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Figures4
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- Fig. 1. Conceptual framework
- Fig. 2. Confirmatory factor analysis for transformational leadership
- Fig. 3. Confirmatory factor analysis for change readiness
- Fig. 4 Confirmatory factor analysis for bureaucratic structure
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- Table 1. Distribution of samples in organizations
- Table 2. The results of confirmatory factor analysis
- Table 3. Cronbach’s Alpha
- Table 4. Demographics of respondents
- Table 5. Descriptive study
- Table 6. Kolmogorov-Smirnov test for variables
- Table 7. Regression analysis
- Table 8. Multiple regression analysis of transformational leadership on employee change readiness through perceived bureaucratic structure
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Transformational leadership for organizational change in the Lebanese public sector
Problems and Perspectives in Management Volume 17, 2019 Issue #2 pp. 205-216 Views: 3028 Downloads: 1476 TO CITE АНОТАЦІЯThe public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.
Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.
The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector. -
Impact of transformational leadership on employees’ reactions to change and mediating role of organizational trust: Evidence from service companies in Hungary
Khadija Aya Hamza, Ayman Alshaabani
, Najd Salameh
, Ildiko Rudnak
doi: http://dx.doi.org/10.21511/ppm.20(2).2022.43
Problems and Perspectives in Management Volume 20, 2022 Issue #2 pp. 522-535 Views: 2237 Downloads: 505 TO CITE АНОТАЦІЯIn 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 role of transformational leadership, work-life balance, and employee engagement on Gen Z’s organizational commitment in the Indonesian creative industry
Problems and Perspectives in Management Volume 22, 2024 Issue #4 pp. 576-587 Views: 1764 Downloads: 1019 TO CITE АНОТАЦІЯAdapting retention strategies is essential to balancing Generation Z’s unique work values and preferences so that organizations can reduce turnover, enhance loyalty, and thrive in hybrid work environments. Therefore, this study aimed to investigate the role of transformational leadership, work-life balance, and employee engagement in Generation Z’s organizational work commitment. Using a cross-sectional quantitative method, the investigation adopted purposive sampling and partial least square structural equation modeling (PLS-SEM). The quantitative data were collected through an online survey of 130 Jakarta Generation Z employees of creative industry firms. In addition, the qualitative validation interview was conducted to support the quantitative data analysis, including group heads of employees from the creative agencies. The results showed that transformational leadership significantly impacted employee engagement and affective organizational commitment. The work-life balance had only significant relationships with employee engagement without affecting organizational commitment. Employee engagement fully mediated the relationship between work-life balance and affective organizational commitment. Generation Z employees considered engagement a critical factor affecting commitment to exert a more substantial influence than transformational leadership and work-life balance. The results emphasized the need for organizations to focus on enhancing employee engagement to improve commitment among Generation Z employees in the hybrid work environment.
Acknowledgment
Authors acknowledge with gratitude the financial, moral, and academic support extended by Universitas Multimedia Nusantara [Multimedia Nusantara University]. The institution’s commitment to excellence continues to motivate us in our endeavors.