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Journal articles on the topic 'Transformational change'

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Published: 4 June 2021
Last updated: 20 February 2023

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1

Liebermann, Susanne Christina, Katharina Blenckner, Jan-Hendrik Diehl, Joschka Feilke, Christina Frei, Sophie Grikscheit, Swantje Hünsch, et al. "Abrupt Implementation of Telework in the Public Sector During the COVID-19 Crisis." Zeitschrift für Arbeits- und Organisationspsychologie A&O 65, no. 4 (October 2021): 258–66. http://dx.doi.org/10.1026/0932-4089/a000367.

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Abstract. Lockdown regulations during the COVID-19 outbreak resulted in abrupt changes to work situations and presented new leadership challenges. This short report explores how leaders perceived their options for leading transformationally when their teams were forced to rapidly switch to virtual collaboration. We interviewed 20 supervisors using semistructured telephone interviews who described their general leadership behavior before the lockdown and the evaluated possibilities and difficulties of leading transformationally during the lockdown. The article provides insights into the preconditions for transformational leadership in the public sector during change processes. High workload, time pressure, and role conflicts, combined with restricted freedom of action, restrained their options of transformational leadership. Communicative problems further hindered the transfer of transformational leadership behavior to new working arrangements during the Covid-19-crisis. The article derives implications for ways of helping managers to employ the potentials of transformational leadership in virtual settings and during change processes in the public sector.
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2

Limerick, David, Ron Passfield, and Bert Cunnington. "Transformational Change." Learning Organization 1, no. 2 (August 1994): 29–40. http://dx.doi.org/10.1108/09696479410060973.

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3

Bambang Niko Pasla, Martha Sari Ayu, Fathiyah Fathiyah, Bailah Bailah, Fahmi Rasid, and Ubaidillah Ubaidillah. "Leadership style types: The Importance of Organizational Culture and Change Management." Jurnal Prajaiswara 3, no. 2 (November 24, 2022): 105–15. http://dx.doi.org/10.55351/prajaiswara.v3i2.45.

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Introduction/Main Objectives: This study aims to determine the value of the direct influence between transformational leadership and change management, transformational leadership and organizational culture, organizational culture and change management, and deal with the indirect effect of organizational culture on transformational leadership and change management. Background Problems: In the era of globalization that is increasingly fast and dynamic, an organization must be able to adapt to changes in the environment, where changes in the organization must be managed properly and efficiently. Change management is a systematic and complex process carried out by an organization. One of the steps in determining the direction of change is to select the transformational leadership model, change management, and organizational culture. Research Methods: Review articles on the relationship between transformational leadership, change management, organizational culture, organizational change, and the mediating role of organizational culture on transformational leadership and change management. Finding/Results: There is a positive and significant correlation between transformational leadership and change management, transformational leadership and organizational culture, and organizational culture and change management, where organizational culture has a mediating role in the relationship between transformational leadership and change management. Conclusion: Transformational leadership are very influential on organizational changes and play an essential role in determining the direction of change management and organizational culture, using organizational culture to manage these changes.
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Nutt, Paul C., and Robert W. Backoff. "Facilitating Transformational Change." Journal of Applied Behavioral Science 33, no. 4 (December 1997): 490–508. http://dx.doi.org/10.1177/0021886397334005.

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Harb, Bissane, and Dina Sidani. "Transformational leadership for organizational change in the Lebanese public sector." Problems and Perspectives in Management 17, no. 2 (May 21, 2019): 205–16. http://dx.doi.org/10.21511/ppm.17(2).2019.15.

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The public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector.
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Fragouli, Evangelia, and Theodora Tourlaki. "Leading Change and Crisis: How Transformational Changes Can Be Successful Nowadays?" Global Research in Higher Education 3, no. 3 (September 2, 2020): p22. http://dx.doi.org/10.22158/grhe.v3n3p22.

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Nowadays, the world scene is changing at a fast pace. The increase of competition, technological developments, financial downturns, market expansion, legal and political instabilities are forcing the international business environment to transformational changes. Researchers agree that most transformation efforts produce only middle level results. Changes can be stimulating in an organization, but are often met with negative emotions such as stress and fear which result in resistance and in organizational crisis. Literature review reveals that crisis will always accompany changes. The aims of this study are to bridge leadership effectiveness and leader’s competencies in the context of leading change and crisis under the optimal profile of transformational leadership. The study is based on a critical literature review following a qualitative research approach of reviewing secondary data and sources. The main conclusion of this study is that transformational changes can be successful with the proper guidance and support of the leaders. Transformational leadership is considered critical during times of change because of the importance leaders to encourage and implement changes but also to encourage, engage and motivate their followers to accept changes.
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7

Yang, Yi-Feng. "Leadership and Satisfaction in Change Commitment." Psychological Reports 108, no. 3 (June 2011): 717–36. http://dx.doi.org/10.2466/01.28.pr0.108.3.717-736.

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Managerial transformational leadership skills may directly influence banking counter staff toward change commitment and improve job satisfaction and service quality, or the influence instead may be mediated by change commitment. For a sample comprised of 246 managers from four large Taiwanese banks, the following path relationships were tested: (1) the association of transformational leadership with change commitment, (2) the association of change commitment with job satisfaction, and (3) the direct or indirect (through the mediation of change commitment) effect of transformational leadership on job satisfaction. Regression was utilized to gain insight into the effects of transformational leadership and change commitment on job satisfaction. Transformational leadership may foster change by providing psychological support to the banking counter staff, enabling them to use their skills to meet the needs of individual customers in response to complex environments.
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8

Fitrianna, Nurma, and Tri Siwi Agustina. "Transformational Leadership dan Commitment to Change: Dimediasi oleh Readiness for Change Studi Pada Karyawan PT. Telkom Divisi Regional V Surabaya." Jurnal Manajemen dan Bisnis Indonesia 2, no. 2 (February 1, 2015): 154–67. http://dx.doi.org/10.31843/jmbi.v2i2.47.

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Organizational change is a process whereby an organization change from the current state to the desired state to increase its effectiveness. These changes required the support of a leader, management, and all employees. The change will be successful if all of the organization's role in it. Someone who has a transformational leadership style will affect the readiness for change that will impact on the development and formation of commitment to change from employees. This study aimed to analyze the effect of transformational leadership toward commitment to change with readiness for change as a mediating variable. The variables used in this study are: transformational leadership, readiness for change, and commitment to change. This study uses a quantitative approach with survey method and supported by primary data from interviews and questionnaires. This study uses primary data from 70 employees, where the data is retrieved using a questionnaire distributed to permanent employees of PT. Telkom Divisi Regional V Surabaya. The analysis technique used is Partial Least Square (SmartPLS 3.0). The results showed that transformational leadership does not have a significant effect on the commitment to change, transformational leadership has a significant effect on the readiness for change, and readiness for change has a significant effect on the commitment to change. This means that the readiness for change proved to be a mediating variable and fully mediate between transformational leadership and commitment to change. Keyword: Transformational Leadership, Readiness for Change, and Commitment to Change
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Windasari, Windasari, Erny Roesminingsih, and Syunu Trihantoyo. "Pengaruh Kepemimpinan Transformasional Kepala Sekolah Terhadap Perubahan Organisasi Sekolah Dasar." Kelola: Jurnal Manajemen Pendidikan 9, no. 1 (June 22, 2022): 99–110. http://dx.doi.org/10.24246/j.jk.2022.v9.i1.p99-110.

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Today's global world changes encourage schools to start making organizational changes. School leaders are expected to be able to develop competitive strategies and create organizational changes in schools. This study aims to determine the effect of transformational leadership on organizational change in elementary schools. This study uses a quantitative approach using simple linear regression test data analysis techniques. The independent variable in this study is the principal's transformational leadership while the dependent variable is organizational change. The sample was 396 respondents with simple random sampling method. The results of the study indicate that transformational leadership has an effect on organizational change in elementary schools. Organizational changes in elementary schools by 60% are influenced by the principal transformational leadership.
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Gunawan, Michael, Retno Wijayanti, Febri Nila Chrisanty, Budi W. Soetjipto, Ani Wahyu Rachmawati, and Santi Rahmawati. "Transformational entrepreneurship and its effect on readiness for change, psychological capital, and employee performance: evidence from an Indonesian bank." F1000Research 10 (September 3, 2021): 887. http://dx.doi.org/10.12688/f1000research.52480.1.

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Continuing failures of financial capitalism across borders have led corporation to develop a more balanced economic growth model of transformational entrepreneurship that emphasises both short-term economic and longer-term social impacts. The model encourages entrepreneurial activities that bring major changes in the related markets and industries, as well as changes in society and culture. At the corporate level, transformational entrepreneurship prepares employees for any potential changes induced by a dynamic environment; it also improves the psychological capital of individual employees, and effective transformational entrepreneurship can eventually accelerate performance. The purpose of this study is to investigate (1) the direct and indirect effects of transformational entrepreneurship on readiness for change, psychological capital and employee performance, and (2) how the effects to readiness for change and psychological capital influence employee performance. The study data were collected using questionnaires completed by employees in 257 branches of a state-owned bank with locations throughout Indonesia. The data were analysed using the structural equation model. The results show that transformational entrepreneurship significantly and positively influences readiness for change, psychological capital, and employee performance and that readiness for change and psychological capital significantly and positively influences employee performance. Additionally, the effect of transformational entrepreneurship on employee performance is more significant if it is related to psychological capital than to readiness for change or to aspects of employee performance unrelated to transformational entrepreneurship. These findings enrich our understanding of transformational entrepreneurship and its value related to the direct and indirect effects on variables such as readiness for change, psychological capital and employee performance.
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11

Okanga, B., and A. Drotskie. "A transformational leadership model for managing change and transformation linked to diversification investments." Southern African Business Review 20, no. 1 (March 27, 2019): 414–45. http://dx.doi.org/10.25159/1998-8125/6058.

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Owing to its relationship with change and transformation, transformational leadership theory should be relevant to managing change and transformation linked to diversification investments. However, the question of what model of transformational leadership would be appropriate for managing change and transformation linked to diversification investments has not been addressed. The purpose of this research was to explore managers’ perceptions of the links between transformational leadership and diversification strategies. Using a qualitative research method, this study provides a critical analysis of the transformational leadership theories and triangulation with the behaviours of 30 purposively sampled managers from ten firms involved in different diversification activities. The aim of this was to determine the most appropriate transformational leadership model for managing change and transformation linked to diversification investments. Besides the degree of industry predictability and certainty, the findings echoed the reasoning in the full-range transformational leadership theory that a continuum of transformational-transactional leadership behaviours enhances effective management of diversification-related changes and transformation. However, no similar transformational leadership model was found to have been adopted by prior studies or enterprises engaged in different diversification activities. The study should fi ll this gap by identifying a new transformational leadership theory that links the full-range transformational leadership theory to Ansoff’s model for diversification and growth improvement strategies.
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Allen, Bibb. "Transformational Change For Radiology." Health Affairs 34, no. 3 (March 2015): 539. http://dx.doi.org/10.1377/hlthaff.2015.0088.

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13

Botting, Lucy. "Transformational change in action." Nursing Management 17, no. 9 (February 2, 2011): 14–19. http://dx.doi.org/10.7748/nm2011.02.17.9.14.c8297.

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14

Waddock, Sandra. "Thinking Transformational System Change." Journal of Change Management 20, no. 3 (March 5, 2020): 189–201. http://dx.doi.org/10.1080/14697017.2020.1737179.

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15

Abrell-Vogel, Carolin, and Jens Rowold. "Leaders’ commitment to change and their effectiveness in change – a multilevel investigation." Journal of Organizational Change Management 27, no. 6 (October 7, 2014): 900–921. http://dx.doi.org/10.1108/jocm-07-2012-0111.

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Purpose – Followers’ affective commitment to change has been found to constitute a strong predictor of the success of change initiatives in organizations. Several studies have yet shown positive effects of transformational leadership on followers’ commitment to change. However, up to date there is no study examining the direct effects of different transformational leadership behaviors on followers’ commitment to change and the moderating impact of leaders’ commitment to change on these relationships. The paper aims to discuss these issues. Design/methodology/approach – This study uses a cross-sectional, multilevel design based on multisource date from 38 teams from different organizations with a total of 177 participating team members. Data of leaders’ and followers’ commitment to change as well as ratings of transformational leadership behavior were captured applying a quantitative approach. Findings – Results show a significant positive effect of the transformational leadership behavior “individual support” on followers’ affective commitment toward change. Moreover, the transformational leadership behavior “providing an appropriate model” was shown as only positively contributing to followers’ commitment to change when leaders’ own commitment toward change was high. Research limitations/implications – Due to the multilevel and multisource data, the sample is relatively small which limits the external validity of findings. Also, future studies should invest in longitudinal replication of relationships. Research on leaders’ and followers’ commitment to change should continue to develop more complete models of interacting influence factors. Practical implications – For team leaders and organizations, results underline the importance of individual support of team members. Thus, leaders need to be enabled to invest individual leadership in the long run. Also, leaders need to become aware of their own commitment toward the change and, going beyond, need to develop a positive bond to the change if they want to be able to act as successful role models. Originality/value – This paper contributes to existing literature by offering a more detailed insight for researchers and practitioners into the effectiveness of transformational leadership in change by exploring the impact of different transformational leadership behaviors effecting followers’ commitment to change. Moreover, it provides important knowledge about the relevance of leaders’ own commitment to change as a moderator of effective leadership in change.
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Rickards, L., and S. M. Howden. "Transformational adaptation: agriculture and climate change." Crop and Pasture Science 63, no. 3 (2012): 240. http://dx.doi.org/10.1071/cp11172.

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Climate change presents the need and opportunity for what the Stern report called ‘major, non-marginal change’. Such transformational adaptation is rapidly emerging as a serious topic in agriculture. This paper provides an overview of the topic as it applies to agriculture, focusing on the Australian situation. It does so by first defining transformational adaptation, distinguishing it from other more incremental but overlapping modes of climate change adaptation and positing its emergence in agriculture as a response to both drivers and opportunities. The multiple dimensions of transformational adaptation are highlighted before two types or cases are focussed upon in order to tease out issues and highlight two major examples of transformation in agriculture in the past. Four key issues about climate change adaptation in agriculture particularly pertinent for transformational adaptation are then reviewed: the identification, level, distribution and management of the costs of adaptation; the definition, potential for and need to avoid maladaptation; the capacity demands that this level of adaptation presents; and the role of government in adaptation. Overall, transformational adaptation poses potential great gains but also great risks. It reinforces the realisation that agricultural research can no longer remain insulated from off-farm, non-science or non-agricultural knowledge or processes. Support and guidance of transformational adaptation requires that we understand how Australian agriculture is currently, and could be, positioned within the landscape, rural communities, and broader social, political and cultural environment.
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Nazarzadeh Zare, Mohsen, Shahram Abdi Azzar, Amir Hossein Mardani, and Mohammad Ali Arein. "From change to organizational transformation." Library Management 36, no. 1/2 (January 12, 2015): 157–67. http://dx.doi.org/10.1108/lm-06-2014-0074.

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Purpose – The purpose of this paper is to study the application level of transformational organization components from Tehran Medical Science University librarians’ point of view. Design/methodology/approach – The present survey method is descriptive-scaling. The statistical population of this survey has included all librarians of Medical Science University of Tehran about 50 individuals. As a few numbers of statistical population, almost all of them were surveyed. Accomplished questionnaires were used to collect data. To analyze data, Kolmogorov-Smirnov test, Pearson correlation coefficient and Friedman test were used. Findings – The results of survey showed that all components of transformational organization in the libraries of Medical Science University of Tehran were not very strong. Although the results of this survey showed that transformational organization components in the libraries of Medical Science University of Tehran are weak, to reach such a desirable level in libraries preparation of this university for converting to transformational organization, it is essential for managers and organizers of these libraries to take making relations more extensive among managers and staff for more cooperation in organization decision making, appropriate human resource training with up-to-date process, planning and practicality of organization knowledge map for discovering the talents and their management into serious consideration. Originality/value – To change conventional organization to a transformational one, change and transformation should occur in attitude and human resource knowledge organization and gradually in other dimensions means organizational structure, organizational culture and technology.
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Giovanita, Denvi, and Wustari L. Mangundjaya. "Transformational Leadership vs Change Self-Efficacy and Its Impact on Affective Commitment to Change." GATR Journal of Management and Marketing Review (JMMR) Vol. 2 (4) Oct-Dec 2017 2, no. 4 (December 2, 2017): 13–18. http://dx.doi.org/10.35609/jmmr.2017.2.4(3).

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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. Type of Paper - Empirical. Keywords: Affective Commitment to Change; Change Self-Efficacy; Leadership; Organizational Change; Transformational Leadership. JEL Classification: M10, M19.
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Tweed, Alison, Andrew Singfield, Julia R. A. Taylor, Lucy Gilbert, and Paul Mount. "Creating allegiance: leading transformational change within the NHS." BMJ Leader 2, no. 3 (September 2018): 110–14. http://dx.doi.org/10.1136/leader-2018-000088.

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BackgroundWithin the UK National Health Service (NHS) the move to Sustainable Transformation Plans/Partnerships and Integrated Care Systems reflect the increasing need and expectation for transformational change at a system level across both health and social care boundaries. Transformational change is complex, emergent and dynamic requiring new, non-traditional forms of leadership which are highly relational and persuasive.Aim of the studyThe current study aimed to explore a small number of NHS senior leaders’ experiences of undertaking transformational change within their localities over a period of a year following participation in a national transformational change programme designed to enhance personal capabilities.MethodFour pairs of leaders working on different change programmes took part in the study and were interviewed at three time points about their approach to their change work. The data were analysed qualitatively using template analysis.ResultsA core theme of Creating Allegiance to an Emergent Future World was developed. The senior leaders created allegiance to the transformational change through a process of Connecting on three levels: relational, with purpose and vision and through practice. Allegiance creation was attempted even if the transformational change work at the year-end was deemed successful or not.ConclusionsThe study highlights the types of leadership behaviours employed by the participants reflecting the complexity and social construction of their transformational work. The findings provide further evidence to the existing system leadership literature as well as emphasising the importance of creating stakeholder, multilevel buy-in to healthcare transformation.
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Iwaniec, David, Elizabeth Cook, Olga Barbosa, and Nancy Grimm. "The Framing of Urban Sustainability Transformations." Sustainability 11, no. 3 (January 22, 2019): 573. http://dx.doi.org/10.3390/su11030573.

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Transformational change is not always intentional. However, deliberate transformations are imperative to achieve the sustainable visions that future generations deserve. Small, unintentional tweaks will not be enough to overcome persistent and emergent urban challenges. Recent scholarship on sustainability transformations has evolved considerably, but there is no consensus on what qualifies transformational change. We describe variations in current discussions of intentional sustainability transformations in the literature and synthesize strategies from funding institutions’ recent requests for proposals for urban sustainability transformations. Research funding initiatives calling for transformational change are increasingly common and are an important driver of how transformational change is articulated in research-practice in cities. From this synthesis, we present seven criteria for transformational change that provide direction for framing and implementing transformational change initiatives.
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Hariadi, Ahmad Rizky, and Muafi Muafi. "The effect of transformational leadership on employee performance mediated by readiness to change & work motivation: A survey of PT. Karsa Utama Lestari employees." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 6 (September 12, 2022): 252–63. http://dx.doi.org/10.20525/ijrbs.v11i6.1945.

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The purpose of this study is to examine and analyze (1) the effect of transformational leadership on readiness to change, (2) the effect of transformational leadership on employee motivation, (3) the effect of readiness to change on employee performance, (4) the effect of employee motivation on employee performance, (5) the effect of transformational leadership on performance mediated by a readiness to change and (6) the effect of transformational leadership on employee performance mediated by employee motivation. The technique in this study uses a survey with 80 employees of PT. Lestari Main Karsa as a sample. The statistical method uses Partial Least Square (PLS). This study examines several hypotheses which include transformational leadership, readiness to change, employee motivation, and employee performance. The results of this study indicate that transformational leadership positively affects employee readiness to change. Transformational leadership also has a positive effect on employee motivation. The other hypotheses are that readiness to change has a positive effect on employee performance, and work motivation also has a positive effect. The mediating role of readiness to change and work motivation also has a positive effect on the relationship of transformational leadership to employee performance. Transformational leadership, readiness to change, and work motivation have a positive effect on performance. This study can be used as a guide for the company in improving employee performance.
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McNaney, Nicki, and Elizabeth Bradbury. "Practical Tools for Transformational Change." International Journal of Integrated Care 16, no. 6 (December 16, 2016): 345. http://dx.doi.org/10.5334/ijic.2893.

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Jackson, Stephen T. "Transformational ecology and climate change." Science 373, no. 6559 (September 3, 2021): 1085–86. http://dx.doi.org/10.1126/science.abj6777.

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Cohen, Allan R. "Transformational Change at Babson College." Academy of Management Learning & Education 2, no. 2 (June 2003): 155–80. http://dx.doi.org/10.5465/amle.2003.9901672.

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Luzinski, Craig. "Transformational Leadership and Navigating Change." JONA: The Journal of Nursing Administration 42, no. 12 (December 2012): 543–44. http://dx.doi.org/10.1097/nna.0b013e318274b514.

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Grant, Gilbert J., Abraham H. Grant, and Charles J. Lockwood. "Simpson, Semmelweis, and Transformational Change." Obstetrics & Gynecology 106, no. 2 (August 2005): 384–87. http://dx.doi.org/10.1097/01.aog.0000168452.10067.27.

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Stotland, Naomi E., and Nada L. Stotland. "Simpson, Semmelweis, and Transformational Change." Obstetrics & Gynecology 106, no. 5, Part 1 (November 2005): 1107–8. http://dx.doi.org/10.1097/01.aog.0000186050.56229.93.

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Grant, Gilbert J., Abraham H. Grant, and Charles J. Lockwood. "Simpson, Semmelweis, and Transformational Change." Obstetrics & Gynecology 106, no. 5, Part 1 (November 2005): 1108. http://dx.doi.org/10.1097/01.aog.0000186255.52346.e3.

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Nussbaumer, Alison, and Wendy Merkley. "The path of transformational change." Library Management 31, no. 8/9 (October 26, 2010): 678–89. http://dx.doi.org/10.1108/01435121011093441.

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Jackson, Veronica. "Individual budgets and transformational change." Journal of Care Services Management 2, no. 4 (July 2008): 322–33. http://dx.doi.org/10.1179/csm.2008.2.4.322.

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Vestal, Katherine. "Why Transformational Change Often Fails." Nurse Leader 9, no. 5 (October 2011): 8–9. http://dx.doi.org/10.1016/j.mnl.2011.07.008.

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Doyle, Mike. "Selecting managers for transformational change." Human Resource Management Journal 12, no. 1 (January 2002): 3–16. http://dx.doi.org/10.1111/j.1748-8583.2002.tb00054.x.

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Seijts, Gerard H., and Jeffrey Gandz. "Transformational change and leader character." Business Horizons 61, no. 2 (March 2018): 239–49. http://dx.doi.org/10.1016/j.bushor.2017.11.005.

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White, William L. "Transformational change: A historical review." Journal of Clinical Psychology 60, no. 5 (2004): 461–70. http://dx.doi.org/10.1002/jclp.20001.

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Wilbanks, Thomas J. "Inducing transformational energy technological change." Energy Economics 33, no. 4 (July 2011): 699–708. http://dx.doi.org/10.1016/j.eneco.2010.12.019.

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Jiménez, Marisela. "Leadership Style, Organizational Performance, and Change Through the Lens of Emotional Intelligence." Foundations of Management 10, no. 1 (November 1, 2018): 237–50. http://dx.doi.org/10.2478/fman-2018-0018.

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Abstract Transformational leadership style and emotional intelligence are aiding managers’ performance. This study explained the influence that transformational style and emotional intelligence flexibility subscale have on organizational performance during change initiatives. Emotional intelligence and leadership theory represent the theoretical lens and framework in the research study. Emotional intelligence flexibility subscale was assessed with the Emotional Quotient Inventory 2.0 (EQi 2.0), and transformational style was assessed with the Multifactor Leadership Questionnaire (MLQ 5X). The study included a population of 180 managers from a nonprofit company in Texas, USA. Data collected were analyzed using multiple linear regression and Pearson correlational model to assess if a relationship existed between managers’ emotional intelligence flexibility subscale and transformational style. The results showed a relationship between the emotional intelligence flexibility subscale and the transformational style. This research study may be beneficial to leaders in all industries undergoing organizational change to apply emotional intelligence flexibility subscale and transformational leadership style during the implementation of change initiatives.
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Brouns, Tim, Roxane Rexin, and Kai Externbrink. "Role Conflict as Mediator Between Transformational Leadership and Change-Related Outcomes." International Journal of Service Science, Management, Engineering, and Technology 12, no. 2 (March 2021): 99–110. http://dx.doi.org/10.4018/ijssmet.2021030106.

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The purpose of the paper is to contribute to the inner workings of transformational leadership in the context of organizational change. According to the organizational role theory, role conflict is proposed as a mediator between transformational leadership and affective commitment to change and irritation. Cross-sectional data were collected in a German company in the textiles sector, undergoing a pervasive IT-related change. Confirmatory factor analysis and structural equation modeling was performed for validity and hypothesis testing. The findings suggest that role conflict acts as a full mediator in the relationship between transformational leadership and affective commitment to change, as well as irritation. Transformational leadership is often discussed in terms of change-oriented leadership. Surprisingly, only a few studies have examined the specific impact of transformational leadership on attitudinal outcomes during change processes, yet. Consequently, research on the underlying psychological mechanisms of the relationship is scarce, too.
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Koskimäki, Teemu. "Places to Intervene in a Socio-Ecological System: A Blueprint for Transformational Change." Sustainability 13, no. 16 (August 23, 2021): 9474. http://dx.doi.org/10.3390/su13169474.

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The scientific community and many intergovernmental organizations are now calling for transformational change to the prevailing socioeconomic systems, to solve global environmental problems, and to achieve sustainable development. Leverage point frameworks that could facilitate such transformative system change have been created and are in use, but major issues remain. Scholars use the leverage point term in multiple contradicting ways, often confusing it with system outcomes or specific interventions. Accordingly, the underlying structural causes of unsustainability have received insufficient consideration in the proposed actions for transformational change. In this work, I address these issues by clarifying the definition for leverage points and by integrating them into a new blueprint for transformational change, with clarified structure and clearly defined transformational change terminology. I then theoretically demonstrate how the nine phases of the blueprint could be applied to both plan and implement transformational change in a socio-ecological system. Although the blueprint is designed to be applied for socio-ecological systems at national and international scales, it could also be applied to plan and implement transformational change in various sub-systems.
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Venkataramani, Sankaran, and Krishnamurthy Kothandaraman. "Driving Transformational Change through Organisational Culture." NHRD Network Journal 13, no. 2 (April 2020): 116–28. http://dx.doi.org/10.1177/2631454120918103.

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Culture is just like a ‘breeze’ that cannot be seen while for sure it can be felt and experienced. Often organisations believe that the success of any change initiative depends on the strength of execution focus, while on the contrary the success of transformation is sustainable only when it is driven through the organisations’ DNA. Organisations’ DNA is ingrained in its ‘culture’ dimension. Business success is not just about embracing a change one time, but it is about internalising the change in a manner to sustain and experience consistent outcomes benefiting all the associated stakeholders. This article would bring out the practical aspects of aligning culture and transformational change to attain sustainable outcomes. Exploring the cultural journey of organisations would not be complete until we deep-dive on aspects such as origin of organisational culture, impact of new technology and ways of working, dynamism of the ecosystem and the business-critical success factors. Success of transformational change is determined by the strength of its alignment with business benefits. Through our study, we have seen several organisations that in order to reap the fullest business benefits, transformational change needs to be evolved, ingrained and habituated through the dimensions of organisational culture.
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Çobanoğlu, Necati. "Transformational Leadership Job Satisfaction’s Relationship with Innovativeness in Elementary Schools." Yaşadıkça Eğitim 35, no. 2 (September 9, 2021): 696–714. http://dx.doi.org/10.33308/26674874.2021352330.

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Situations that are changing over time force organizations to change just as they force individuals. Transformational leaders are needed for the changes to be made in organizations in a time and in a required way. Transformational leaders provide the change needed by organizations while having various effects on the employees. This study aims to examine the effect of transformational leadership on teachers' job satisfaction and innovative behavior. The research is a study based on a correlational survey model. The data of the research were collected in official elementary schools in the province of Malatya in 2020-2021 academic year. Correlation analysis and structural equation modelling were used to analyze the data. According to the results of the study, there is a positive, significant and moderate relationship between the principal's transformational leadership and teachers' job satisfaction and innovative behavior. Moreover, transformational leadership predicts teachers' job satisfaction and innovative behavior.
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Khun Loo, Joshua Teck, Pey Huey Lee, and Ai Loon Low. "Impact of Transformational Leadership and the Mediating Effect of Employees' Perception of Organizational Change on Affective, Normative and Continuance Commitment." Journal of Business and Social Review in Emerging Economies 3, no. 2 (December 31, 2017): 185–98. http://dx.doi.org/10.26710/jbsee.v3i2.99.

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Purpose: The purpose of this research paper is to study the influence of transformational leadership on employees' perception of the change and the impact of the different levels of commitment towards change in a semi-conductor multinational company in Malaysia. Design/Methodology/Approach: The partial least squares of structural equation modelling (PLS-SEM) approach was deployed to validate and examine the research theoretical framework, and conduct the hypothesis testing. Findings: The result reveals transformational leadership and employees' perception of the changes to be highly predictive of the employees' commitment with regard to the organizational changes. It also indicates that employees' perception of the change has a significant mediating effect on the relationship between transformational leadership and affective, normative, and continuance commitment. Implications/Originality/Value: Management must be sensitive to employees' reaction for the change initiatives to be successful and it is noteworthy for management to understand the employees' perception of the changes, support their needs.
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Svendsen, Mari, and Thomas S. Joensson. "Transformational leadership and change related voice behavior." Leadership & Organization Development Journal 37, no. 3 (May 3, 2016): 357–68. http://dx.doi.org/10.1108/lodj-07-2014-0124.

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Purpose – The purpose of this paper is to explore the relationship between transformational leadership and voice during the change-planning process. The authors propose a moderated mediation model to investigate the relationship between voice, other change-related variables, and the boundary conditions of transformational leadership. Design/methodology/approach – The authors collected survey data from 124 employees and their leaders in a medical technology company in Norway. The organization was planning a major restructuring of its working procedures. The authors analyzed the data using PROCESS and a fixed effect approach. Findings – The results suggest that transformational leadership has no effect on change-related voice (CRV) by itself. However, there is an indirect effect through affective commitment to change. This effect is conditional on the employees’ level of perceived change impact. Research limitations/implications – The paper is limited by the cross-sectional design of the study. Other potential limitations are discussed. Originality/value – The paper is the first to explore the relationship between transformational leadership and CRV, and is thus interesting for practitioners who wish to increase the level of CRV from their employees. Furthermore, researchers interested in organizational change and proactivity constructs such as voice will also find the paper valuable.
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Busari, Abdul Halim, Sajjad Nawaz Khan, Siti Mariam Abdullah, and Yasir Hayat Mughal. "Transformational leadership style, followership, and factors of employees’ reactions towards organizational change." Journal of Asia Business Studies 14, no. 2 (December 2, 2019): 181–209. http://dx.doi.org/10.1108/jabs-03-2018-0083.

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Purpose This study aims to investigate the relationship between transformational leadership style and factors of employees’ reactions towards organizational change in the telecommunication sector of Pakistan. Furthermore, to understand the importance of followership it has been analyzed as a moderating variable in the relationship between transformational leadership style and factors of employees’ reactions. Design/methodology/approach A mixed methods study design was applied to investigate the factors underlying the phenomenon of transformational leadership and organizational change. A quantitative research design was followed by qualitative research questions to get more in-depth insights into the used relationships. The primary purpose of the qualitative study design was to support and strengthened the results of the main quantitative research design. Findings The results of the study showed that transformational leadership style was positively related to all three factors of employees’ reactions (frequency of change, trust in management and employees’ participation) towards organizational change. Moreover, followership has a significant effect on the relationship between transformational leadership style and factors of employees’ reaction. Practical implications This study suggests that for successful implementation of change in organizations, the employees play an important role and that managers with transformational leadership behaviour play a critical role in shaping positive change reactions. This study also highlights that both transformational leadership and followership are essential elements in shaping recipients’ reactions, with active followers contributing to the role of leadership in the change process. Originality/value This study is the first attempt specifically in Asian context to highlight the role of followership as a moderating variable in leadership theory in the organizational change context.
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Abbasi, Badri. "Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation." Problems and Perspectives in Management 15, no. 1 (March 28, 2017): 35–44. http://dx.doi.org/10.21511/ppm.15(1).2017.03.

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The purpose of this study was to examine the relationship between transformational leadership and change readiness through perceived bureaucratic structure among government employees in Rasht. As a methodology, descriptive method was applied using questionnaire to collect data. The studied population consisted of 600 employees from three state organizations including Municipality, Gilan Tax Department and Gilan Justice Court. According to Morgan table, the sample size was estimated at 234. This study examined six hypotheses, which were tested using multiple regression method. The results showed that transformational leadership had a positive direct effect on employee change readiness and its dimensions. However, substitution of the bureaucratic structure in the model eliminated the effect. Finally, the hypothesis on the effect of transformational leadership on change readiness through perceived bureaucratic structure was rejected.
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Burke, W. Warner, and George H. Litwin. "A Causal Model of Organizational Performance and Change." Journal of Management 18, no. 3 (September 1992): 523–45. http://dx.doi.org/10.1177/014920639201800306.

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To provide a model of organizational performance and change, at least two lines of theorizing need to be explored-organizationalfunctioning and organizational change. The authors go beyond description and suggest causal linkages that hypothesize how performance is affected and how effective change occurs. Change is depicted in terms of both process and content, with particular emphasis on transformational as compared with transactional factors. Transformational change occurs as a response to the external environment and directly affects organizational mission and strategy, the organization 's leadership, and culture. In turn, the transactionalfactors are affected-structure, systems, management practices, and climate. These transformational and transactional factors together affect motivation, which, in turn, affects performance. In support of the model's potential validity, theory and research as well as practice are cited.
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Liu, Peng. "Motivating teachers’ commitment to change through transformational school leadership in Chinese urban upper secondary schools." Journal of Educational Administration 53, no. 6 (September 7, 2015): 735–54. http://dx.doi.org/10.1108/jea-02-2014-0026.

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Purpose – The purpose of this paper is to examine the effects of transformational school leadership on teachers’ commitment to change and the effects of organizational and teachers’ factors on teachers’ perception of transformational school leadership in the Chinese urban upper secondary school context. Design/methodology/approach – The paper mainly uses quantitative methods to explore the relationships between different constructs. The author asks: to what extent can transformational school leadership practices in the urban upper secondary schools of a particular Chinese city explain the variation in teachers’ commitment to change during curriculum reform? What are the effects of organizational and teachers’ factors on teachers’ perceptions of transformational school leadership? Findings – The results of multiple regression analysis showed that the effect of transformational school leadership was moderate when transformational school leadership and teachers’ commitment to change were treated as single variables. Four dimensions of transformational leadership practice together explained the moderate effects on four dimensions of teachers’ commitment to change, among which the effect of managing the instructional program was the most prominent. The results of multiple regression analysis also revealed that variables like culture, strategy, environment, and teachers’ age had significant relationships with teachers’ perceptions of transformational school leadership. Culture, environment, strategy, structure, and teachers’ factors such as age and grade taught had moderate effects on different dimensions of teachers’ perceptions of transformational school leadership. Originality/value – This study is one of the first to explore the effects of transformational school leadership on teachers’ commitment to change in the Chinese urban upper secondary school context. The findings contribute to educational management in China and similar contexts, and this study advances knowledge and furthers the understandings of the transferability of theories to different contexts.
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Sari, Putri Oktovita. "PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL, KOMITMEN AFEKTIF, KOMITMEN KONTINUANS DAN KOMITMEN NORMATIF TERHADAP KESIAPAN BERUBAH (Studi pada Bank BRI Kantor Wilayah Yogyakarta)." EXERO : Journal of Research in Business and Economics 1, no. 1 (November 30, 2018): 68–89. http://dx.doi.org/10.24071/exero.v1i1.1662.

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The Purpose of this research is to Examine the influence between transformational leadership, commitment on readiness to change. Transformational leadership and organizational commitment are the key factors to support readiness to change. Transformational leadership contributes to change employee commitment and push employee participation within readiness to change. Commitment divined by affective commitment, continuity commitment, and normative commitment on readiness to change. This research evaluates the reaction of leader and employee commitment to the change of business strategy in BRI Kanwil Yogyakarta. Methode of this research is Multiple regression. With distributedquestionnaireto 100 employees. The result of this research is thereeffect between transformational leadership on readiness to change, there is effect between affective commitment organizational on readiness to change, there is effect continuity commitment on readiness to change, and there is effect normative commitment on readiness to change.
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Hussain, Syed Talib, Shen Lei, Muhammad Jamal Haider, and Tayyaba Akram. "Transformational Leadership and Organizational Change Examining the Mediational Approach of Knowledge Sharing." International Journal of Asian Business and Information Management 12, no. 2 (April 2021): 84–95. http://dx.doi.org/10.4018/ijabim.20210401.oa5.

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This study examines the transformational leadership behavior for organizational change by creating the environment of sharing knowledge in organizational and individual level of the organization for a sample of 300 employees and their managers. The data analysis using confirmatory factor analysis and structural equation modeling explores the results of knowledge sharing for organizational change. Rather, this study explains the two dimensions from transformational leadership to knowledge sharing and organizational change, and their relationship has been identified. The results show that transformational leadership has a strong and significant relationship with knowledge sharing, knowledge sharing has strong and significant relationship with organizational change, and at last, the transformational leadership has positive and significant relationship with organizational change. This study also explores the theoretical, managerial, and practical implications.
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Meria, Lista, Saukani, Desy Prastyani, and Amitkumar Dudhat. "The Influence of Transformational Leadership, Self-Efficiency On Readiness To Change with Work Engagement Mediation." Aptisi Transactions on Technopreneurship (ATT) 4, no. 1 (March 21, 2022): 75–86. http://dx.doi.org/10.34306/att.v4i1.242.

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Readiness to change is a basic thing that teachers must have to be able to adapt to technology and scientific developments. This study aims to determine the effect of self-efficacy and transformational leadership on job engagement. Then to determine the effect of self-efficacy and transformational leadership on readiness to change. This research is descriptive and quantitative research conducted on 124 junior high school teachers in Pringsewu Lampung using the Partial Least Square-Structural Equation Modeling (PLS-SEM) method. The results showed that self-efficacy and transformational leadership had a positive effect on work engagement. Transformational leadership also has a positive effect on readiness to change, but self-efficacy does not directly affect readiness to change. Furthermore, job engagement mediates the effect of self-efficacy and transformational leadership on readiness to change. This research has implications for being applied to teachers during the process of being more open to accepting change
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Garcia, Tanisha D. "Associations between Leadership Style and Employee Resistance in a Healthcare Setting." Research in Health Science 5, no. 2 (May 11, 2020): p28. http://dx.doi.org/10.22158/rhs.v5n2p28.

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Purpose: Health reform is forcing healthcare administrators to make rapid changes. A tendency to resist change can present problems for the leaders of health care organizations, including the large, not-for profit Catholic healthcare systems. The transformational leadership style has been shown to be positively correlated with change however, the relationship among leadership styles, employees’ behaviors, and motivation to change are still not well understood and require further study. Further, although Oreg’s Resistance to Change (RTC) approach has been researched in direct patient care areas, RTC research in non-patient settings is lacking. Methods: This study focused on the relationship of transformational leadership to RTC and if the relationships leaders’ have with subordinates’ influence change. A customized survey that included the Multifactor Leadership Questionnaire, RTC, and Leader Member Exchange (LMX 7) was emailed to 500 random individuals of various ages and races from three non-patient areas. Thirty leaders (included directors and managers) and 133 raters (those under the direction of a director or manager) responded. Results: The regression analysis showed a strong correlation between transformational leadership and RTC. Additionally, each of the variables from the LMX 7 section of the survey showed associations indicating the relationship leaders develop with their subordinates and leader transformational scores were positive. Conclusion: This study may contribute to the awareness of RTC and utilizing transformational leadership style to move change in a positive direction for a healthcare setting.
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