scholarly journals WHY IS THE INFLUENCE OF SERVANT LEADERSHIP ON ORGANIZATIONAL READINESS FOR CHANGE INSIGNIFICANT? THE MEDIATING ROLE OF WORKPLACE SPIRITUALITY

2021 ◽  
Vol 9 (4) ◽  
pp. 923-934
Author(s):  
Ir. Sindu Prawira ◽  
Keyword(s):  
Organizational Change ◽  
Servant Leadership ◽  
Workplace Spirituality ◽  
Readiness For Change ◽  
Organizational Readiness ◽  
Rate Of Change ◽  
Organizational Readiness For Change ◽  
Mediating Role ◽  
Mandatory Requirement

The COVID-19 pandemic has exponentially accelerated the rate of change. Organizational readiness for change has become the mandatory requirement for most organizations to survive in this highly disrupted era. The purpose of this research is to investigate the influence of servant leadership and the mediating role of workplace spirituality on organizational readiness for change. Offices within a private university in Indonesia were used as the population for this research. 80 respondents from 40 offices participated in this research by filling online questionnaires. The data were analyzed using Partial Least Square–Structural Equation Modelling software. The results show that servant leadership does not influence organizational readiness for change directly butis fully mediated through workplace spirituality. This paper contributes to the organizational change theory by providing insight into what aspect of servant leadership may be lacking for an extreme organizational change process. It is the first study that validates the role of workplace spirituality as the mediator of the relationship between servant leadership and organizational readiness for change.

scholarly journals Learning Is Change: Creating an Environment for Sustainable Organizational Change in Continuing and Higher Education

2014 ◽  
Vol 40 (1) ◽  
Author(s):  
Christie Schultz
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Continuing Education ◽  
Technology Implementation ◽  
Readiness For Change ◽  
Organizational Readiness ◽  
Student Records ◽  
Organizational Readiness For Change ◽  
Student Management ◽  
Wide Range

This article explores the ways in which learning itself is a form of organizational change and, as such, supports organizational readiness for change. The study considers a continuing education unit within a major Canadian university that managed to transform its decentralized and independent student records and administration system (student registration, student financials, student academic records) by merging into the university’s central student management system.The technological implementation and transformation took place over 18 months and was enabled by a series of formal committees and working groups, involving a wide range of members across the university’s communities and within the continuing education unit. The empirical data consist of responses given during in-depth interviews with a set of participants involved in the change initiative and technology implementation. Managers’ reactions to and reflections on organizational change figure prominently in the research findings and discussion.The article aims to show that creating an environment for sustainable organizational change in higher education, and perhaps more generally, is supported by recognizing that learning itself is change, and that workplace learning may therefore help to create organizational readiness for change. 

ORGANIZATIONAL READINESS FOR CHANGE: TOWARD UNDERSTANDING ITS NATURE AND DIMENSIONS

2019 ◽  
Vol 20 (2) ◽  
pp. 227-238
Author(s):  
Wioleta Piotrowska-Bożek
Keyword(s):  
Organizational Change ◽  
Strategic Management ◽  
Readiness For Change ◽  
Organizational Readiness ◽  
Change Implementation ◽  
Measurement Scale ◽  
Key Factors ◽  
Organizational Readiness For Change ◽  
Key Factor ◽  
Successful Change

Strategic management researchers claimed that organizational readiness for change is one of the key factor to successful change implementation. This article embrace review of key factors of successful organizational change, review of conceptual definitions and available scale to measure organizational readiness for change.Finally, the proposed measurement scale need to be adressed to generate knowledge useful for practice, identified and discussed

scholarly journals Impact of Paternalistic Leadership on Organizational Readiness for Change: Mediating Role of Employee Engagement and Moderating Role of Islamic Work Ethics

2021 ◽  
Vol 11 (01) ◽  
pp. 126-143
Author(s):  
Muhammad Qaiser Shafi ◽  
◽  
Ali Raza ◽  
Ali Haider Bajwa ◽  
Nafla Gul ◽  
...  
Keyword(s):  
Employee Engagement ◽  
Business Environment ◽  
Readiness For Change ◽  
Organizational Readiness ◽  
Unique Contribution ◽  
Paternalistic Leadership ◽  
Work Ethics ◽  
Organizational Readiness For Change ◽  
The Impact

Purpose: This study aims to investigate the impact of paternalistic leadership on organizational readiness for change: mediation of employee engagement and moderation of Islamic work ethics (IWE). Methodology: The sample size for this research is 203. The data were collected from faculty of private and public sector educational institutes that were in process of change. SPSS has been utilized for data analysis. Findings: Using Leader-Member Exchange (LMX) as a theoretical lens, the results indicate paternalistic leadership significantly positively impacts organizational readiness for change; employee engagement acts as a mediating agent between paternalistic leadership and organizational readiness for change; IWE moderates between the relationship of paternalistic leadership and employee engagement. Significance: The mediation of employee engagement and moderation of IWE between paternalistic leadership and organizational readiness for change is still under research so this makes our research a unique contribution. Limitations: This research shall add to the Islamic ethical principles of employees alongside output which will advantage the organization as well as employees. Implications: This research has managerial implications for change agents, organizational development (OD) consultants; policymakers of educational institutions, and professionals regarding change strategies, benefits, and the Islamic business environment.

Innovation with flow at work: exploring the role of servant leadership in affecting innovative work behavior through flow at work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Syed Saad Ahmed ◽  
Tahir Islam ◽  
Essa Khan
Keyword(s):  
Servant Leadership ◽  
Structural Model ◽  
Measurement Model ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
Flow At Work

PurposeThis study aims to ascertain the role of servant leadership in inducing flow at work. The study, along with confirming the relation between flow at work and innovative work behavior (IWB), intends to explore the mediating role flow at work plays in relating servant leadership to IWB.Design/methodology/approachThe data collection was conducted through an interviewee-administered questionnaire in three waves that were four weeks apart. The data were collected from 267 respondents. To run the measurement model and structural model, Smart-PLS was used, and Statistical Product and Service Solutions (SPSS) was used to summarize the demographic information and conduct hierarchal regression.FindingsServant leadership is related to flow at work. Additionally, flow at work is related to IWB. Finally, flow at work mediates the relationship between servant leadership and IWB.Originality/valueThe study found servant leadership is related to flow at work. Moreover, the study unearthed the relation between flow at work and IWB. Finally, the study unveiled that flow at work acts as a mediator between servant leadership and IWB.

scholarly journals A Proposed Framework Of Mediating Role Of Interpersonal Employee Conflict Between The Relationship Of Servant Leadership And Academicians OCB, Using PLS

2019 ◽  
Vol 8 (5C) ◽  
pp. 1369-1374
Keyword(s):  
Servant Leadership ◽  
Organizational Citizenship ◽  
Structure Equation ◽  
Equation Modeling ◽  
Mediating Role ◽  
Structure Equation Modeling ◽  
Relationship Of ◽  
The Relationship ◽  
New Framework

Interpersonal employee conflicts exist in every organization, which relates to Organizational citizenship behaviours of employees. This study investigates the mediating role of interpersonal employee conflict between the relationship of servant leadership approach and academicians OCB. Variance based structure equation modeling is implementes as smar PLS is used to investigate the reltionship. A new framework is proposed as Interpersonal employee conflict mediates the relationship between servant leadership and academicians OCB. It is recommened to reduce the interpersonal employee conflict as these hampers the relationship between servant leadership dimensios ad academicians OCB.

scholarly journals Relationship of Servant Leadership and Employee Loyalty: The Mediating Role of Employee Satisfaction

iBusiness ◽  
2012 ◽  
Vol 04 (03) ◽  
pp. 208-215 ◽  
Author(s):  
Donghong Ding ◽  
Haiyan Lu ◽  
Yi Song ◽  
Qing Lu
Keyword(s):  
Servant Leadership ◽  
Employee Satisfaction ◽  
Employee Loyalty ◽  
Mediating Role ◽  
Relationship Of
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