Article2019

Transformational leadership style, followership, and factors of employees’ reactions towards organizational change

Abdul Halim Busari · Sajjad Nawaz Khan · Siti Mariam Abdullah · Yasir Hayat Mughal

106 citations0/0 files storedJournal of Asia Business Studies

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Organizational Change and Leadership Job Satisfaction and Organizational Behavior Employee Performance and Leadership

Abstract

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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References

2008The qualitative content analysis process 1995An Integrative Model Of Organizational Trust 1995An Integrative Model of Organizational Trust 2004Strategies for ensuring trustworthiness in qualitative research projects 2012Qualitative Content Analysis in Practice 2006Transformational Leadership 2002Trust in leadership: Meta-analytic findings and implications for research and practice.2006The Essential Impact of Context on Organizational Behavior

Cited by

2023Employee involvement and participation in digital transformation: a combined analysis of literature and practitioners' expertise 2023Transformational Leadership and Followers’ Innovative Behavior: Roles of Commitment to Change and Organizational Support for Creativity 2021Leadership, culture, intellectual capital and knowledge processes for organizational innovativeness across industries: the case of Poland 2020ICT-enabled CRM system adoption: a dual Indian qualitative case study and conceptual framework development 2021Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy

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