Journal ArticleDOI
Leadership style and the process of organizational change
TLDR
In this paper, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers' appraisal of change through manager engagement, and identify processes which may contribute to followers' positive reactions to change.Abstract:
Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional le...read more
Citations
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Journal ArticleDOI
Impact of Leadership on Digital Transformation
Mouhamadou T Sow,Solomon Aborbie +1 more
TL;DR: In this paper, the authors identify leadership styles that impacted the digital transformation of an organization and evaluate the success of this transformation in the context of leadership styles occurring naturally within an organization.
Journal ArticleDOI
Employees’ responses to an organizational merger: Intraindividual change in organizational identification, attachment, and turnover.
Wookje Sung,Meredith Lauren Woehler,Jesse Fagan,Travis J. Grosser,Theresa M. Floyd,Giuseppe Labianca +5 more
TL;DR: The authors used pre-post merger data from 599 employees experiencing a major corporate merger to compare 3 conceptual models based on the logic of social identity theory (SIT) and exchange theory to explain employees’ merger responses and suggest an emergent fourth model that integrates the first and second models.
Journal ArticleDOI
Transformational leadership style, followership, and factors of employees’ reactions towards organizational change
TL;DR: In this article, a mixed methods study design was applied to investigate the factors underlying the phenomenon of transformational leadership and organizational change in the telecommunication sector of Pakistan, which revealed that followership has a significant effect on the relationship between Transformational Leadership style and factors of employees' reactions towards organizational change.
Journal ArticleDOI
Change Management and Innovation in the “Living Organization”: The Stra.Tech.Man Approach
TL;DR: In this paper, the critical dimensions in the study of contemporary organizational change perceived in the theoretical perspective of a "living organism" as against the "mechanistic" approach to organizations are examined.
References
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Journal ArticleDOI
Alternative Ways of Assessing Model Fit
Michael W. Browne,Robert Cudeck +1 more
TL;DR: In this paper, two types of error involved in fitting a model are considered, error of approximation and error of fit, where the first involves the fit of the model, and the second involves the model's shape.
Book
Leadership and performance beyond expectations
TL;DR: In this paper, the authors review the book "Leadership and performance beyond expectation" by Bernard M. Bass, and present a review of the book and the book's methodology.
Journal ArticleDOI
Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature
TL;DR: A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to compute an average effect for different leadership scales, and probe for certain moderators of the leadership style-effectiveness relationship as mentioned in this paper.
Journal ArticleDOI
Two Decades of Research and Development in Transformational Leadership
TL;DR: In contrast to the transactional leader who practises contingent reinforcement of followers, the transformational leader inspires, intellectually stimulates, and is individually considerate of them as mentioned in this paper, and contrary to earlier expectations, women leaders tend to be more transformational than their male counterparts.