دانلود رایگان مقاله انگلیسی تأثیر رهبری تحول گرا بر کارکنان در طی تغییر سازمانی - تیلور و فرانسیس 2018

ABSTRACT

Employees’ reactions to organizational change are affected by transformational leaders, who foster employees’ readiness for and commitment to change and motivate them to act in support of the change. However, just how transformational leadership affects employees remains unclear. To address this gap in knowledge, the present study analyses work engagement and the perceived consequences of a change (valence) as motivational mechanisms that explain the influence of transformational leaders on employees’ behaviour during change. The study engaged 328 employees who were experiencing organizational change to complete a survey and used structural equation modelling for data analysis. Results show that work engagement and valence function as mediators in the relationship between transformational leadership and employee behaviour during change, so two motivational mechanisms are identified that shed light on the leadership process. Transformational leadership increases employees’ work engagement and perceptions of attractive change consequences, subsequently evoking employee behaviour in support of change. In doing so, the study expands the research on the role of transformational leadership during organizational change and helps to sensitize managers about how they can positively influence employees in the course of organizational change.

Conclusion

The present study shows that valence and work engagement can explain the effect of transformational leadership on employees’ change-supportive behaviour during JOURNAL OF CHANGE MANAGEMENT 17 organizational change. Current research is extended because two mechanisms are identified that give insight into the leadership process. From a practical perspective, the results help to design successful change management by showing that employees are motivated to support a change when they are engaged and see positive change consequences through transformational leadership. In particular, the study’s results offer suggestions for leadership training that would support achievement of the desired effect of leadership. However, transformational leadership is the only one way to achieve high levels of valence and work engagement, as firms could also disseminate information that illustrates the benefits and meaning of a change for employees. The low level of perceived valence in the present study indicates that transformational leadership is effective but not sufficient for illustrating positive change consequences. Considering the importance of valence in the prediction of employee behaviour practitioners should use different paths (e.g. leadership, dissemination of information through meetings and newsletters, workshops for employees) to improve employees’ perception of change consequences.