International Journal of Social Science and Economic Research TRANSFORMATIONAL LEADERSHIP AND EMPLOYEE READINESS TO CHANGE OF PUBLIC SECTOR IN YEMEN: THE MODERATING EFFECT OF AFFECTIVE COMMITMENT TO CHANGE 1* (original) (raw)
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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.
The Factors Effecting Employee Commitment to Change in Public Sector: Evidence from Yemen
This study attempted to investigate the moderating effect of organizational culture between the leadership style and normative commitment to change. The study relied on the data collected from 371 employees of Yemeni public sector. The finding of this study shows that organizational culture plays an important role of moderating the relationship between leadership style either transformational or transactional and normative commitment to change. Furthermore, the results light out that the transformational leadership is positively related with normative commitment to change. In the same line, transactional leadership is found to be not only positively related with normative commitment to change but also as stronger effect on it. This study was carried out with numerous limitations as example is cross sectional was conducted in this study and this could not figure out the effect pre and after change, thus longitude study is highly recommend in order to look in deep and compare the result. Not only this but also there may conduce in another sector and industry, it may come out with different light. With believing of different culture and its effect, future study can be conducted in different research context. This research has figured out the weakness of empirical study in change management literatures by connecting the leadership style, and organizational culture, and how they are associated to employee normative commitment to change. In the same way, it has provided a guideline for the public sectors in general and particularly in Yemen context on how to successfully implement change phenomena as well as how to get effective and efficient leadership with change management.
The Journal of Organizational Management Studies, 2011
The purpose of this study is to examine the effect of leadership style on the affective commitment to change, moderated by the organisational culture. The research adopts both qualitative and quantitative approaches through a survey with 371 employees of public organisations in Yemen, as well as interviews with the managers. The findings showed that the transformational leadership was positively related to the employee's affective commitment to change; similar to the transactional leadership that was positively related to the affective commitment to change. The results showed that organisational culture had positively moderated the relationship between the leadership styles and employee affective commitment to change. Finally, the findings revealed that the transactional leadership was a strong predictor to affective commitment to change compared with the transformational leadership.
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.
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.
We propose and test a theoretical framework concerning the relationship between transfor- mational leadership behaviour and affective commitment to change in a public sector con- text. We apply change management theory to explain how direct supervisors contribute to processes of organizational change, thereby increasing affective commitment to change among employees. While the change leader- ship literature emphasizes the role of executive managers during change, we conclude that the transformational leadership behaviour of direct supervisors is an important contribution to the successful implementation of change. Furthermore, the results show how the speci- fic context of public organizations determines the transformational leadership behaviour of direct supervisors.
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 ...
Factors Affecting Commitment To Change And Its Outcomes Among Public Sector Managers In Pakistan
2009
Commitment to change is considered to be one of most important factors for the successful implementation of change initiatives . The purpose of the present research was to identify stressors and facilitators that could potentially have a bearing on employees' commitment to change as well as factors that could mitigate the negative effects of these stressors on commitment to change. The relationship between commitment to change and related behavior is also a focus of the present thesis. A secondary purpose of the present research was also to validate the Herscovitch-Meyer three component (affective, continuance and normative) model of commitment to change in Pakistan. Survey data were collected from four large Pakistani public sector organizations where organizational restructuring had been initiated, in order to cross validate the research model across multiple samples. The rate of response varied, depending upon the level of support and access provided to the researcher by the respective organizations for data collection. The response rate was 43%, 21%, 28% and 60% for Organization 1, 2, 3, and 4 respectively. For the purpose of data analysis, exploratory and confirmatory factor analysis techniques were employed for validation of the Herscovitch-Meyer (2002) three component model of commitment to change. For testing hypotheses relating to the effect of stressors and facilitators on commitment to change, and for studying the effect of commitment to change dimensions on change related behavior, hierarchical multiple regression technique was used. Moderated multiple regression was used to test the effect of moderators on the relationship between stressors and commitment to change.
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.