Making change last: leadership is the key

2019 ◽  
Vol 40 (2) ◽  
pp. 32-41
Author(s):  
Lesley Page ◽  
Jacquie Schoder
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Change Process ◽  
Design Methodology ◽  
First Century ◽  
Multiple Models ◽  
Critical Component ◽  
Transformational Leader ◽  
Content Type ◽  
The Impact

Purpose Multiple models of organizational change provide guidance, goals and strategic steps for organizations to complete initiatives effectively. The purpose of this paper was to discuss the impact of transformational leadership as it relates to organizational change in the twenty-first century and propose a consolidated approach to planned organizational change useful for practitioners. Design/methodology/approach Practitioners and researchers can benefit by a strategy to apply models of change to organizational initiatives. It is proposed that models by Kotter (2012), Bridges (2017) and Lewin (1951) can be consolidated into a comprehensive approach to achieve successful organizational change. Transformational leadership is a critical component which bonds such models together and guides the leader’s role in the process. Findings Kotter, Bridges and Lewin’s approaches all share similar beliefs about the effectiveness of a transformational leader. First, people and process aspects of change take center stage. Second, urgency needs to unsettle or awaken the need for change. Third, people want to be part of the change process. By involving others, engagement, empowerment and buy-in all increase. Fourth, change will only last if it is embedded into the structures and systems which make up the organization’s culture. Originality/value The value of the consolidated approach to change proposed in this paper is that it meets leaders at their level of skill and experience, as it offers options depending on the needs of the organization and extent (depth) of the change required.

The impact of transformational leadership on employee creativity: the role of learning orientation

2015 ◽  
Vol 9 (1) ◽  
pp. 78-98 ◽  
Author(s):  
Jeevan Jyoti ◽  
Manisha Dev
Keyword(s):  
Transformational Leadership ◽  
Equation Modeling ◽  
Learning Orientation ◽  
Transformational Leader ◽  
Employee Creativity ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

Purpose – This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity. Design/methodology/approach – Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships. Findings – The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation. Research limitations/implications – Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity. Practical implications – Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations. Originality/value – This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

Sustainable manufacturing: a critical discipline for the twenty-first century

2014 ◽  
Vol 34 (2) ◽  
pp. 117-122 ◽  
Author(s):  
Robert Bogue
Keyword(s):  
Lower Energy ◽  
Design Methodology ◽  
Information Sources ◽  
Sustainable Manufacturing ◽  
First Century ◽  
Product Cycle ◽  
Content Type ◽  
Financial Benefits ◽  
Timely Review ◽  
The Impact

Purpose – This paper aims to provide an introduction to sustainable manufacturing concepts and practices. Design/methodology/approach – Following an introduction to sustainable manufacturing, this article first considers various government programmes and information sources. It then discusses life cycle assessment (LCA) techniques and standards and certain product design issues. The benefits of sustainable manufacturing concepts are then identified, together with some examples of applications. Finally, brief conclusions are drawn. Findings – Sustainable manufacturing involves a multitude of practices which seek to minimise the impact of a product or process on the environment. It encompasses the entire product cycle from “cradle to grave” and many standards and techniques have been developed to assist in its implementation, including LCA. In addition to meeting growing consumer demands for “greener” products, sustainable manufacturing can yield operational and financial benefits, including reduced material use, improved designs, lower energy consumption and reduced waste and scrap levels. Originality/value – This article provides a timely review of sustainable manufacturing principles, practices and benefits.

Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change

2020 ◽  
Vol 33 (2) ◽  
pp. 301-317 ◽  
Author(s):  
Secil Bayraktar ◽  
Alfredo Jiménez
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Conservation Of Resources ◽  
Content Type ◽  
Reactions To Change ◽  
The Impact ◽  
The Relationship

PurposeDrawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.Design/methodology/approachA survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.FindingsThe findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.Practical implicationsThe results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.Originality/valueThis study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

Group- and individual-focused transformational leadership

2019 ◽  
Vol 14 (1) ◽  
pp. 15-27
Author(s):  
Yanyu Chen ◽  
Yi-Chieh Lin ◽  
Miao-Sui Hsu ◽  
Yi-Hsin Lin
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Full Time ◽  
Transformational Leader ◽  
High Group ◽  
Cognitive Trust ◽  
Content Type ◽  
Mainland Chinese ◽  
The Individual ◽  
Low Degrees

Purpose The purpose of this paper is to build a new transformational leadership typology by demonstrating high/low degrees of group- and individual-focused transformational leader behaviors – authentic type (high-high), group-oriented type (high-low) and individual-oriented type (low-high) – and to predict that the three types relate differently to follower responses (intention to sacrifice, cognitive trust of supervisor and affective liking). Design/methodology/approach This study uses an experimental scenario to generate the maximum levels of between-group variance among the three types. A total of 182 mainland Chinese full-time employees participated in the experiment. Findings Followers’ intention to sacrifice is equally high under the authentic, group-oriented and individual-oriented types of leadership. In addition, followers’ cognitive trust of supervisor is equally high under the authentic and group-oriented types and the lowest under the individual-oriented type. Finally, followers’ affective liking is equally high under the authentic and individual-oriented types and the lowest for the group-oriented type. Originality/value A new transformational leadership typology that combines high and low degrees of group- and individual-focused behaviors is established. Based on this typology, this study shows how the three types distinctively affect followers’ reactions, including intention to sacrifice, cognitive trust of supervisor and affective liking.

Cutting dark matter. Professional capacity and organizational change

2014 ◽  
Vol 3 (2) ◽  
pp. 152-168 ◽  
Author(s):  
Bauke Steenhuisen
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Work Conditions ◽  
Market Reforms ◽  
Content Type ◽  
Control Rooms ◽  
Interactive Account ◽  
Professional Capacity ◽  
The Impact ◽  
Rail Services

Purpose – The purpose of this paper is to discuss the impact of organizational change on the competence of controllers in rail infrastructure operations. Controllers are a critical link in providing rail services. They guide train traffic 7/24 in real time from within control rooms by daily responding to a multitude of disturbances. Market reforms have radically changed their work conditions by unbundling and re-bundling control rooms. Design/methodology/approach – Ethnographically inspired research has been performed at the work stations of controllers in both unbundled and re-bundled, both Dutch and British control rooms between 2007 and 2011. The author observed how controllers deal with moderate disturbances and discusses the nature of their underlying professional capacities, what guides their decision making in discretion. Implications are discussed how organizational change affects these capacities in case of unbundling and re-bundling control rooms. Findings – The paper shows how to gain a more explicit understanding of what controllers, as professionals, essentially think and do. An open-interactive account of professional capacity emerges, in contrast to the private-cognitive view widespread in literature. Both conceptualizations of professional capacities have radically different implications for their susceptibility to organizational change. Originality/value – This paper reveals an urgent perspective on the impact of market reforms, through the accompanying organizational change, on professional capacity at the operational level of providing public rail services.

Transformational leadership and employee championing behavior during organizational change: the mediating effect of work engagement

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
M. Nazmul Islam ◽  
Fumitaka Furuoka ◽  
Aida Idris
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Work Engagement ◽  
Structural Equation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type ◽  
Mediating Role ◽  
The Impact

PurposeThe research aims to investigate the impact of transformational leadership on employee championing behavior and to determine the mediating effect of work engagement in the context of organizational change.Design/methodology/approachThis is a quantitative approach, which is based on cross-sectional data. In total, 300 available cases are processed through structural equation modeling in order to infer the results.FindingsThe results indicate that transformational leadership is significantly related to championing behavior during organizational change. Moreover, work engagement fully mediates the relationship between transformational leadership and championing behavior in the context of organizational change.Practical implicationsManagers should emphasize the practice of the transformational leadership approach, as well as should stress the antecedents of work engagement in order to foster the employee championing behavior in the context of organizational change.Originality/valueThe research contributes to the change management and human resource management literature by providing a plausible explanation of the mediating role of work engagement in connecting transformational leadership and employee championing behavior in the context of organizational change.

The power transfer dynamics of preferential role positioning during organizational change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Reading Time ◽  
Change Agent ◽  
Content Type ◽  
Psychological Change ◽  
Pertinent Information ◽  
The Uk ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper determines the impact of employee preferences during organizational change exercises. The UK SME results show how psychological change journeys can be divided into three progressive stages. Firstly, establishing new structures and procedures; secondly, implementing new ways of communicating; and thirdly, experiencing new collaborations. The equalizing concept of preferential role positioning proved to be powerful in giving employees an authoritative, collective change agent voice. This proved more effective – in shaping and progressing a change program's discourse and its policies – than any management attempts to silence employees through disciplinary processes. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Transformational leadership

2015 ◽  
Vol 31 (2) ◽  
pp. 25-27 ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Competitive Edge ◽  
Change Leaders ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Employees play a major role in helping to secure a competitive edge for their organization. The need for effective human resource (HR) development is, therefore, self-evident. When it comes to improving performance, leaders invariably hold the key. Performance is inevitably affected by change. Leaders are therefore charged with the responsibility of helping the workforce understand the impact of change and how the organization should respond. Transformational leadership has become all the rage in recent times. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Climate, communication and participation impacting commitment to change

2015 ◽  
Vol 28 (6) ◽  
pp. 1094-1106 ◽  
Author(s):  
Sofie Rogiest ◽  
Jesse Segers ◽  
Arjen van Witteloostuijn
Keyword(s):  
Organizational Change ◽  
Organizational Climate ◽  
Change Process ◽  
Affective Commitment ◽  
Employee Participation ◽  
Quality Change ◽  
Commitment To Change ◽  
Content Type ◽  
Change Communication ◽  
The Impact

Purpose – Through the combination of change process, context and content the purpose of this paper is to provide a deeper understanding of failure or success of organizational change. This study considers the effect of organizational climate on affective commitment to change simultaneously with quality change communication and employee participation during the change process, while controlling for perceived change impact. Design/methodology/approach – The findings are based on 134 survey responses gathered through surveys in two police forces that recently underwent a merger. Findings – First, quality change communication is the only process variable that directly impacts affective commitment to change. Second, the results indicate that an involvement-oriented climate positively affects affective commitment to change, mediated through quality change communication. Originality/value – First, the general understanding of the impact of climate on organizational change is very limited. Second, employee participation and quality change communication are generally studied together. The authors propose that both process variables each have their unique impact on attitudes toward change.

Macau’s Pataca and identity

2015 ◽  
Vol 4 (4) ◽  
pp. 423-433
Author(s):  
Paul B. Spooner
Keyword(s):  
Design Methodology ◽  
Monetary Authority ◽  
First Century ◽  
Core Component ◽  
Investment Funds ◽  
Unique Role ◽  
Content Type ◽  
Bank Of China ◽  
Banking Institutions ◽  
Practical Implications

Purpose – For over a 100 years, Macau’s Pataca has been tied to Macau’s identity, its independent financial existence and its links to the Lusophone world. Its role as a supporter of the Macau identity relies upon the strength and capabilities of its financial institutions, the Macau Monetary Authority and banking institutions that issue its currency (Banco Nacional Ultramarino and Bank of China). The paper aims to discuss the above issue. Design/methodology/approach – The author uses statistics and data from the Macau Monetary Authority. Findings – There are three possible scenarios that could emerge: first, retired in favor of the RMB, the HK dollar; second, maintained with its use expanding as Macau’s revenues and investment funds grow, or third, become a force for stronger economic cohesion and identity among the Lusophone nations. Practical implications – Which of these scenarios will offer Macau the highest possibility of maintaining its international network of relationships and representation, diversifying its economy into new growth markets and playing a unique role in China’s twenty-first century destiny? Originality/value – This paper studies a rarely discussed topic and focuses on a core component of Macau’s existence.

Sign in / Sign up

Export Citation Format

Share Document