Individual Readiness for Change as Mediator between Transformational Leadership and Commitment Affective to Change (original) (raw)
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The Role Of Leadership & Readiness For Change To Commitment To Change
Romanian Economic and Business Review, 2013
Organization has to change and it needs commitment of the employee. The purpose of this paper is to identify the role and contribution of Change Leadership (CL), Organizational Readiness for Change (ORFC), and Individual Readiness for Change (IRFC) to Commitment to Change (C2C). This paper based on the empirical research about commitment to change in a cconstruction ccompany in Indonesia. The research used 4 scales as mentioned above, those are: C2C, IRFC, ORFC, and CL. Discussion will be based on the concept and findings. The results (N=186) showed that there was positive and significant correlation between Readiness for Change with Commitment to Change. However, the study also showed that Change Leadership solely had not correlated significantly with Commitment to Change. The findings will enrich the study about the contributions of Change Leadership, Individual and Organizational Readiness for Change to Commitment to Change. This paper contributes to the knowledge and implication...
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...
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.
Paper Review on the Relationship Between Transformational Leadership and Readiness for Change
International Journal of Energy Policy and Management, 2018
The main purpose of this paper is to review the evidence concerning the relationship between transformational leadership dimensions, where are, idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation, and organizational readiness for change. Furthermore, full range leadership theory hypothesizes that transformational leadership dimensions would positively and strongly relate to members' perception of organizational change readiness. The research aims to appraise the existing literatures and eventually set the research agenda. There were many studies revealed that there are relationships between transformational leadership and organizational readiness for change. This paper concludes with suggestions for educational leaders on how to focus and enhance the role of transformational leadership dimensions based on the readiness for change, in order to implement successful changes. Despite its exploratory nature, this study can guide Yemeni public sector's employees on how to respond the change implementation. Similarly, it can provide leaders a clear insight into how they can generate a high level of readiness for change among their followers, which demonstrates the importance of employee readiness for change.
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 ...
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 of Economics, Business and Management Research
There have been many previous studies that have analyzed individual reactions to organizational change and associated them with various antecedents. However, these studies tend to only dichotomize individual reactions into forms of resistant and not resistant. Resistance itself is inconsistently defined and associated with many different aspects. This study analyzes individual reactions to organizational change from another point of view using a comprehensive reconceptualization of reactions with an attitude theory approach that include cognitive, emotional, and intentional dimensions. This study includes transformational leadership variables as part of the leadership factor and self-efficacy as part of the individual factors that influence organizational change. The research sample includes 304 civil servants within the BPS-Statistics of Jawa Tengah Province, Indonesia. The collected data were analyzed using Partial Least Square Structural Equation Modeling (PLS-SEM). The results o...
Procedia - Social and Behavioral Sciences, 2015
The purpose of this paper is to investigate the mediating effects of job satisfaction on the relationship between change leadership and commitment to change in the Indonesia's State Owned Companies setting. Data were gathered from 539 State-Owned Enterprise employees. Data were collected using questionnaires about job satisfaction, change leadership, commitment to change. Descriptive analysis reported by factor analysis, reliability analysis, pearson correlation with additional hypothesis testing using hierarchical multiple regression. The results shows as follows: Job Satisfaction can be regarded as mediation variable between Change Leadership and Commitment to Change.
Journal of Business Economics and Management, 2013
There has been little empirical analysis on the complex relationship between leadership, change readiness and commitment to change in the context of Asian countries. In this paper, we propose a research model to analyze the interrelationship between leadership, change readiness and commitment to change using the partial least square technique. Results of the study suggest that leadership positively and significantly affect change readiness but not commitment to change. Consequently, change readiness is found to significantly affect commitment to change. In other words, change readiness is found to mediate the relationship between transformational leadership and commitment to change. This may suggest that the influence of leadership is a sequential process affecting change readiness, and in turn, the commitment to change as opposed to the conventional belief that it affects both change readiness and commitment to change simultaneously. The implication of the study is further discussed.
2017
The purpose of this paper is to empirically examine the effect of the Leadership Styles, Transformational Leadership Style and Transactional Leadership Style, on the Employee Readiness to Change in the public sector in Yemen. The results of this study were based on the sample of 387 questionnaires used for the final analysis collected from the employees of Yemeni public sector using a self-administered method. The partial least square structural equation Modeling, Smart PLS 3.0 was employed in analyzing the data of the study. The results showed that Transformational Leadership Style is significantly associated with Employee Readiness to Change while Transactional Leadership Style is otherwise. The current study provides valuable explanations about the determinants of Readiness to Change for the policy makers, public sector leaders and academicians.