Transformational Leadership, Change Management, and Commitment to Change: A Comparison of Academic and Business Organizations

2012 ◽  
Vol 22 (1) ◽  
pp. 11-19 ◽  
Author(s):  
Regina M. Hechanova ◽  
Raquel Cementina-Olpoc
Keyword(s):  
Transformational Leadership ◽  
Change Management ◽  
Business Organizations ◽  
Leadership Change ◽  
Commitment To Change

scholarly journals ENABLING ORGANIZATIONAL CHANGE – LEADERSHIP, COMMITMENT TO CHANGE AND THE MEDIATING ROLE OF CHANGE READINESS

2013 ◽  
Vol 14 (2) ◽  
pp. 348-363 ◽  
Author(s):  
Sinnappan Santhidran ◽  
V. G. R. Chandran ◽  
Junbo Borromeo
Keyword(s):  
Change Readiness ◽  
Change Leadership ◽  
Partial Least Square ◽  
Least Square ◽  
Asian Countries ◽  
Leadership Change ◽  
Commitment To Change ◽  
Mediating Role ◽  
The Relationship

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.

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN AFEKTIF PADA KARYAWAN PERUSAHAAN BIDANG KONSTRUKSI MILIK PEMERINTAH DI MEDAN

2019 ◽  
Vol 18 (3) ◽  
pp. 209
Author(s):  
Bachruddin Saleh Luturlean ◽  
Arif Partono Prasetio ◽  
Anisa Firli ◽  
Gilang Ananda Mikola ◽  
Muhammad Adnan Darmawan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Human Resources ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Positive Experience ◽  
Business Organizations ◽  
Transformational Leadership Style

Affective commitment is a commitment that comes from within and it needs quite some time to develop. Organizations need to ensure that their employees have strong affective commitment. Transformational leadership style can help employees to feel valued and develop strong commitment. On the other hand the positive atmosphere inside the organization will also enrich the positive experience of employees which in the end will increase the affective commitment. This study analyses the effect of transformational leadership and job satisfaction on employee’s affective commitment. We study one of the state companies in Medan using 72 participants. The explanatory method and path analysis are used to explain relationships and influences between variables. The results of the study prove that transformational leadership style and job satisfaction simultaneous and partial have effects in improving the quality of employee affective commitment. Business organizations need to apply transformational leadership styles and develop human resources program that can enhance job satisfaction. By carefully focus on these two elements, the organization is expected to be able to increase employee affective commitment. Keywords—Transformational Leadership, Job satisfaction, Affective Commitment Abstrak Komitmen afektif adalah komitmen yang muncul dari dalam diri sendiri dan dibangun seiring berjalannya waktu. Organisasi perlu memastikan bahwa karyawan mereka memiliki komitmen afektif yang kuat. Unsur kepemimpinan khususnya yang bersifat transformasional diyakini dapat membuat karyawan merasa dihargai dan pada akhirnya memiliki komitmen yang kuat. Di samping itu, suasana dalam organisasi yang menyenangkan akan memperkaya pengalaman positif karyawan yang juga berdampak pada peningkatan komitmen afektif. Penelitian ini menganalisis pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap terbentuknya komitmen afektif karyawan di salah satu perusahaan negara di Medan. 72 Responden yang berpartisipasi dalam penelitian ini. Metode eksplanatori dan analisis jalur digunakan untuk menjelaskan hubungan dan pengaruh antar variabel. Hasil penelitian membuktikan bahwa gaya kepemimpinan transformasional dan kepuasan kerja memiliki pengaruh simultan dan parsial terhadap peningkatan kualitas komitmen afektif karyawan. Organisasi bisnis perlu mengaplikasikan gaya kepemimpinan transformasional serta mengembangkan program sumberdaya manusia yang bisa meningkatkan kepuasan kerja karyawan. Dengan mengoptimalkan kedua unsur ini, organisasi diharapkan mampu meningkatkan komitmen afektif karyawan. Kata kunci—Kepemimpinan Transformasional, Kepuasan Kerja, Komitmen Afektif

Employee Voice, Employee Involvement, and Organizational Change Readiness: Mediating Role of Commitment-to-Change and Moderating Role of Transformational Leadership

2021 ◽  
pp. 227853372110439
Author(s):  
Rama Krishna Gupta Potnuru ◽  
Rohini Sharma ◽  
Chandan Kumar Sahoo
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Employee Involvement ◽  
Change Readiness ◽  
Employee Voice ◽  
Equation Modeling ◽  
Commitment To Change ◽  
The Relationship ◽  
Moderating Role

This study explores the antecedents for organizational change readiness for altering the status quo and empirically validates few potent tools which facilitate change. By drawing on change management literature, this study examines the influence of employee voice (EV) and employee involvement (EI) on commitment-to-change (CTC), considering the latter as a mediating variable in the relation between antecedent human resources practices (EV and EI) and organizational change readiness (OCR). Subsequently, the moderating role of transformational leadership was analyzed on these posited relationships. The hypotheses proposed in the research model are tested on a sample of 516 employees from an Indian public sector organization, applying Baron and Kenny’s (1986) technique for establishing mediation and Ping’s approach to moderated structured equation modeling for moderation. The findings suggest that CTC partially mediates the relationship between EV and OCR, but it does not mediate between EI and OCR. Likewise, the study results also empirically validate that the relationship between EV and CTC is enhanced if leadership is transformational, also the hypothesis positing the moderating role of transformational leadership between EI and CTC was supported.

Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis

2020 ◽  
pp. 002188632092036
Author(s):  
Jian Peng ◽  
Mingze Li ◽  
Zhen Wang ◽  
Yuying Lin
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Cultural Context ◽  
Resistance To Change ◽  
Meta Analysis ◽  
Readiness For Change ◽  
Independent Effect ◽  
Cross Sectional ◽  
Commitment To Change ◽  
Openness To Change

Numerous studies have empirically tested the linkage between transformational leadership and employees’ reactions to organizational change. However, no systematic attempt has been made to organize and summarize those findings. Based on a sample of 30 empirical studies that included 39 independent effect sizes and 12,240 participants, this meta-analysis found that transformational leadership exhibited (a) a positive relationship with commitment to change, openness to change, and readiness for change; (b) a negative correlation with resistance to change and cynicism about change; and (c) a nonsignificant correlation with support for change. Moderation analyses showed that in cross-sectional (vs. longitudinal) designs, transformational leadership exhibited a stronger correlation with openness to change and cynicism about change. Using Bass and Avolio’s scale (vs. Podsakoff et al.’s), transformational leadership exhibited a stronger correlation with resistance to change. In the Eastern (vs. Western) cultural context, transformational leadership exhibited a stronger correlation with commitment to change and resistance to change. In low-level (vs. high-level) journals, transformational leadership exhibited a stronger correlation with commitment to change, openness to change, and support for change. This study highlights the value of incorporating transformational leadership theory into the literature on change reactions to obtain a better understanding of how leaders facilitate or hinder organizational change.

Organizational behavior

2020 ◽  
Author(s):  
Semen Reznik
Keyword(s):  
Higher Education ◽  
Change Management ◽  
Organizational Behavior ◽  
Conflict Management ◽  
Team Leadership ◽  
Federal State ◽  
Educational Standards ◽  
Leadership Change ◽  
Delegation Of Authority ◽  
State Educational

The textbook discusses the processes of managing the labor behavior of personnel in a modern organization. Special attention is paid to the qualities and competencies of the Manager, organizational and administrative and socio-psychological methods of management, relationships with subordinates and managers, delegation of authority, conflict management, formation of the Manager's team, leadership, change management and reputation of the organization. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For students studying in the areas of training "personnel Management", "Economics", "Management".

scholarly journals Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment

2015 ◽  
Vol 69 (3) ◽  
pp. 839-867 ◽  
Author(s):  
Alexandre JS Morin ◽  
John P Meyer ◽  
Émilie Bélanger ◽  
Jean-Sébastien Boudrias ◽  
Marylène Gagné ◽  
...  
Keyword(s):  
Change Management ◽  
Affective Commitment ◽  
Psychological Empowerment ◽  
Management Process ◽  
Commitment To Change ◽  
Longitudinal Associations

scholarly journals Influence of Transformational Leadership Style on Global Competitive Advantage through Innovation and Knowledge

2018 ◽  
Vol 13 (1) ◽  
pp. 183
Author(s):  
Tuqa Mohamed AlOwais
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Style ◽  
Business Leaders ◽  
Business Organizations ◽  
Research Papers ◽  
Global Marketing ◽  
New Business ◽  
Business Approach ◽  
Transformational Leadership Style

Today's business organizations necessitate a new leader who can easily confront a new business approach that mainly based on knowledge and innovation to simplify the organization's path toward global marketing trend. Still; organizations sometimes flop to reach sustainable global competitive advantage due to their imperfect consideration of the relationships between these strategic variables. In fact, and up to our knowledge, few researches has consider and examine the direct and indirect associations linking these variables. Our study tries to fill this gap by investigating, theoretically and empirically, how the leader's discernment of diverse intermediary strategic variables related to innovation and knowledge (knowledge slake, absorptive capacity, tacitness) and innovation impact the relation between transformational leadership and organizational global competitive advantage. Based on recently published researchers, we developed a theoretical model that demonstrate the actual connection linking these variables. Most of the data has been collected through secondary resources including journals, books and related research papers. While a questionnaire was used to collect data samples from 50 respondents from Telecommunication Regulatory Authority leaders and employees in UAE, model testing also conscious the findings and deliver some conclusion from business leaders to confirm the relations tested among this research.

scholarly journals Change Management Strategy for the Activities of Business Organizations

2021 ◽  
Vol 90 ◽  
pp. 01003
Author(s):  
Irina Avdeeva ◽  
Tatyana Golovina ◽  
Andrey Polyanin
Keyword(s):  
Change Management ◽  
Development Strategy ◽  
Management Strategy ◽  
Economic Effects ◽  
Business Organizations ◽  
Managerial Decisions ◽  
Strategic Approach ◽  
Potential Risks

Within the context of modern management, business organizations need to realize that everything around them is changing: the rules of the game, the participants, the scale of activities, and the size of markets. In other words, nothing is constant. The changes may be both local and global, whereby developments may affect different fields: executive and administrative, technical and economic, social and public, informative and analytical. Managerial decisions taken inside an organization under the aforementioned conditions require sound theoretical grounds for selection in terms of potential risks and current and future economic effects. Traditionally, long-term decisions on setting goals for an activity of a business organization and determining ways to achieve them are considered within the framework of strategic planning, as a result of which a development strategy is formed. However, under current circumstances, the place and role of change management in the strategy of business organizations requires reinterpretation. The academic originality of this contribution lies in the specification of a concept for change management with regards to the activities of business organizations based on a strategic approach and adaptation to dynamically changing market conditions, including long-term planning. As part of the study, the essence of a strategic approach to change management regarding the activities of business organizations is considered, the principles of building a change management strategy are highlighted, and an algorithm for its development and implementation is proposed.

Sign in / Sign up

Export Citation Format

Share Document