The Effect of Transformational Leadership on Individual Multidimensional Reactions to Organizational Change with Self-efficacy as a Mediator (original) (raw)
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Jurnal Manajemen Aset Infrastruktur & Fasilitas, 2019
Ministry of Public Works and Publich Housing (Ministry of PWPH) is currently in change process, due to president's regulation regarding beucratic reform (birokrasi reformasi). This research aims to investigate ministry's readiness for change and how transformational leadership style affect employee's commitment to change in minisitry of PWPH. Organizational success during change implementation is strongly influenced by employees' commitment to change, particularly affective commitment to change (AC2C). However, employees' affective commitment to change is very dependent with individual readiness for change (IRFC), as IRFC indicates employees' openness and acceptance towards change. Previous studies showed IRFC is influenced by leadership style, particularly transformational leadership (TL). This study aimed to gain insight the relationship between TL, IRFC and AC2C. This research was conducted in ministry of PWPH in Indonesia that is currently under a change process. With 177 respondents, result showed that TL significantly influences IRFC, which then affects AC2C. This finding emphasize role of leadership towards development of IRFC in employees to successfully implement change in organization.
Transformational Leadership vs Change Self-Efficacy and Its Impact on Affective Commitment to Change
Objective – It is essential for organizations in 21st century to evolve with time. In this regard, both the management and employees of an organization play an essential role in the implementation of change. One way of determining the success of organizational change is by identifying the employees' commitment to change. This research aims to identify the effect of transformational leadership (organizational factors) and employees' change self-efficacy (individual factors) on effective commitment to change, to identify which of those two factors has a more significant effect on affective commitment to change. Methodology/Technique – The respondents of this study are employees in the finance sector. The data was collected using commitment to change, change self-efficacy and transformational leadership inventories. The data was analyzed using multiple hierarchical regressions. Findings – The result show that both transformational leadership and change self-efficacy have a positive and significant effect on affective commitment to change. Furthermore, change self-efficacy proved to have a more significant effect on affective commitment to change compared to transformational leadership. Based on these results, organisations may wish to further focus on the development of change self-efficacy of individuals. Novelty – This study can be used by HR practitioners when dealing with organizational change, as a guide to improving the success of such change.
Jurnal Manajemen Bisnis
Research aims: This study aims to analyze the effect of transformational leadership and the credibility of change agents on the positive reactions of individuals. Reactions are not dichotomized into forms of support and resistance but are analyzed using a three-dimensional attitude approach: cognitive, emotional, and intentional.Design/Methodology/Approach: The population of this research was civil servants at BPS-Statistics in Central Java Province, consisting of 35 regencies/municipalities. Simple random sampling was used to sample the population; there were 304 respondents. The data were then collected by self-enumeration with an online questionnaire and analyzed with Structural Equation Modeling—Partial Least Squares (SEM-PLS).Research findings: Based on statistical results, the six hypotheses proposed demonstrated a significant positive effect on all relationships between variables. Transformational leadership and change agents' credibility positively correlated with the in...
2018
Organisations regard change as major tasks for completing because successful change brings considerable benefits. However, most efforts failed because of employee’s resistance behaviours. Most followers have uncommitted attitudes to change because of mindful obstacles like low self-confidence or insecurity. From a psychological perspective, positive cognitions help with developing a right attitude. Self-efficacy is a concept derived from social-cognitive theory, it is defined as one’s perception of confidence in his or her abilities to cope with demanding tasks. Researchers claimed high self-efficacy positively effects on workers’ working attitude and results in better working performances, it also brings more change readiness during organisational change. Transformational leadership style has become a popular term in dealing with individual’s resistance in recent decades. This paper has been carried out by examining the contribution of transformational leadership on followers’ self...
This paper aimed at examining the effect of Transformational Leadership style on Employee Readiness to Change. Moreover, it examined the moderating effect of Affective Commitment to change on the relationship between Transformational Leadership style and Employee Readiness to Change in the context of public sector in Yemen. A survey questionnaire was utilized for collecting data and Partial least squares structural equations modeling (PLS SEM) was used for analyzing the data. The results were based on 387 samples collected from the employees of public sector in Yemen. The results proved that Transformational Leadership style has a significant effect on Employee Readiness to Change. Furthermore, Affective Commitment to change was confirmed to be a very strong moderator on the mentioned relationships. This study is very important as it provides empirical evidence on some of the predictors of change process.
Change Leadership Ability to Improve Employees’ Readiness to Change
International Journal of Professional Business Review
Purpose: The objective of this theoretical review is to reveal the interaction of constructs that may predict employees’ readiness to change. This aims to examine the change leadership ability in improving the employee readiness to change. Design/methodology/approach: This is a theoretical examination to explore the factors that affect employee readiness to change based on phenomena at oil & gas sector in state-own enterprise Indonesia. Findings: Change leadership may have significant impact to strengthen employees’ readiness to change with the existence of individual psychological attribute, supported by trust in leaders. Research limitations/implications: This research examines theoretically the change leadership ability to affect the employees’ readiness to change. Therefore, researchers should use this research as a basis to make empirical research to prove its truth and obtain other valuable findings. Practical implications: This research is useful to enhance change re...
Future Business Journal
The purpose of this study was to look into the impact of change leadership on employee readiness to change in a few public organizations in Ethiopia's Amhara national regional state. The study's population consists of 2546 employees from eight public organizations that had begun implementing various change initiatives. Quantitative survey method was applied to conduct this study. A total of 514 employees were chosen for the survey using a simple random sampling technique. The measurement instruments' reliability and validity were tested using exploratory and confirmatory factor analysis methods. The data were analyzed, and the hypotheses were tested using structural equation modeling method. Change leadership and organizational culture, as well as organizational culture and employee readiness to change, were found to have a significant relationship. However, change leadership has no direct effect on employees' readiness to change, and organizational culture does not ...
International Journal on Leadership, 2022
This study aimed at examining the effect of leaders' visionary communication on employees' resistance to organisational change. The data was collected from 675 randomly selected employees working in five public enterprises in Ethiopia. Confirmatory factor analysis using structural equation modelling was conducted to confirm validity of measurement instruments; reliability was tested by generating Cronbach's alpha values. The hypotheses were tested based on the results from multiple regression analysis. The findings revealed that the visionary communication of leaders during organisational change has a significant and negative effect on employees' resistance to change, implying that leaders who use visionary communication are likely to face less resistance from employees. Moreover, the moderation effect of self-efficacy in the relationship between visionary communication and employees' resistance to change is found to be significant, implying that a higher level of employees' change-related self-efficacy makes the effect of visionary communication on employees' resistance to change stronger. The findings of this study contribute to making the change literature more comprehensive, revealing this new relationship; recommend change leaders to use visionary communication as an effective mechanism to reduce employees' resistance during organisational change; and shows the moderating role of change-related self-efficacy in making the effect of visionary communication on employees' resistance to change stronger. Limitations and suggestions for further studies are forwarded.
The international journal of accounting and business society, 2020
Manuscript type: Research paper. Research aim: The aim of this research research was to examine whether leadership style mediated the relationship between psychological capital and readiness for change in the process of organizational transformation of state-owned and private companies in Jabodetabek, Indonesia. Design/ Methodology/ Approach: A survey was conducted on 149 employees from 256 of private companies and state own company’s. There were three instruments used: the scale of readiness for change from Hanpachern et.al (1997) and Armenakis et.al (1999; 2013), the scale of psychological capital from modified by Dewayani (2014), and the scale of leadership (transformational and transactional) from Bass and Riggio (2006). All three of these measurement scales have strong reliability scores between .82 to .91. The data was analysed by SEM (Structural Equation Modeling) and the STATCAL statistical program. Research findings: The results revealed that the perception of employee se...
International Journal of Research in Business and Social Science (2147- 4478)
The purpose of this study is to examine and analyze (1) the effect of transformational leadership on readiness to change, (2) the effect of transformational leadership on employee motivation, (3) the effect of readiness to change on employee performance, (4) the effect of employee motivation on employee performance, (5) the effect of transformational leadership on performance mediated by a readiness to change and (6) the effect of transformational leadership on employee performance mediated by employee motivation. The technique in this study uses a survey with 80 employees of PT. Lestari Main Karsa as a sample. The statistical method uses Partial Least Square (PLS). This study examines several hypotheses which include transformational leadership, readiness to change, employee motivation, and employee performance. The results of this study indicate that transformational leadership positively affects employee readiness to change. Transformational leadership also has a positive effect ...