Examining Competing Models of Transformational Leadership, Leadership Trust, Change Commitment, and Job Satisfaction

Yang, Yi

doi:10.1177/0033294116657586

Cited by 31 publications

(20 citation statements)

References 29 publications

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“…Similarly, the relationship between transformational leadership and trust was also found to be significant in Browning's (2014) study of heads of schools in Australia. From a private-sector perspective, Waziri, Ali, and Aliagha (2015) found that transformational leadership is positively related to the adoption of information and communication technology in the construction industry in Nigeria, Yang (2016) found that transformational leadership engendered trust and commitment to change in the insurance sector in Taiwan whilst Babić, Savović, and Domanović (2014) found that transformational leadership is positively related to attitudes toward change in Serbian firms. Yasir et al (2016) found that trust in the leader mediates the relationship between transformational leadership and organisational change capacity in the not-for-profit sector in…”

Section: Discussionmentioning

confidence: 99%

Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau

Cai

Loon

Wong

2018

JOCM

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The objective of this research is to examine whether trust in management mediates the relationships between two types of leadership (transactional and transformational) and acceptance of change in the Hong Kong public sector. Design/methodology/approach: Data from sixty-eight civil servants in the Hong Kong SAR government were used in the Partial Least Squares analysis. Findings: The findings from civil servants show that although trust in management mediates the relationship between both types of leadership and acceptance of change, transformational leadership is more effective in increasing both trust and acceptance of change. Research implications: The strong support for the mediation hypotheses highlights the need for leaders to be trusted by their followers if followers are to accept and support the change process. Trust in management is what ultimately reduces resistance to change. Practical implications: The findings from this study have demonstrated that one strategy available to leaders in the Hong Kong public sector is to concentrate on developing perceptions of trustworthiness by utilising both transactional leadership and transformational leadership but especially transformational leadership. Originality/value: This paper provides a unique and nuanced view of leadership and trust, and their effect on the acceptance of change in Hong Kong's civil service bureau that operates in a turbulent environment. Public-sector organisations in Hong Kong are unique in that they contend with pressures from Hong Kong nationals and also with pressures from the government of Mainland China.

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Section: Discussionmentioning

confidence: 99%

Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau

Cai

Loon

Wong

2018

JOCM

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“…Job satisfaction is one of the most analyzed attitudes in the organizational behavior field and is defined as the degree to which the individual positively evaluates his or her job experiences (Yang, 2016). It is considered to be a particularly important factor because, when missing, it is associated with undesired outcomes in the work environment, such as voluntary turnover, absenteeism, and occupational illness.…”

Section: Effects Of Leadership On Job Satisfaction: Contextual Factorsmentioning

confidence: 99%

“…Transformational leaders serve as an inspiration to their followers by engaging in effective communication that encourages trust, commitment, and consequently greater satisfaction. Based on this premise, many researchers have dedicated themselves to empirically examining the relationship between transformational leadership and job satisfaction (Riaz & Haider, 2010;Yang, 2016). In a quantitative literature review based on studies from 1994 to 2004, Judge and Piccolo (2004) noticed a strong association between transformational leadership and job satisfaction.…”

Section: Effects Of Leadership On Job Satisfaction: Contextual Factorsmentioning

confidence: 99%

Transformational Leadership and Job Satisfaction: Assessing the Influence of Organizational Contextual Factors and Individual Characteristics

Abelha¹,

Carneiro²,

Cavazotte³

2018

RBGN

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Purpose-In this study we investigate the influence of organizational contextual factors and individual characteristics on the relationship between transformational leadership and job satisfaction. Design/methodology/approach-Quantitative research, with data collected through electronic questionnaires, answered by 166 individuals from different types of organizations, areas of professional training, and gender, subsequently applying sequential regression analyses. Findings-The results indicate that the relationship between transformational leadership and job satisfaction is moderated by the followers' gender, being stronger for female followers. The relationship is not affected by the followers' area of professional training, nor by type of organization (public/private). The study also evidenced the importance of taking into account individual affective states in studies of work attitudes. Originality/value-The research examines boundary conditions for the effect of transformational leaders in modern organizations, expanding the knowledge on organizational contextual factors that strengthen their influence on employee attitudes, while also controlling for individual differences.

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“…Individuals with commitment to change would feel attached and strive to make the change a success (Herscovitch & Meyer, 2002). Previous research proved that com-mitment to change could increase behavioural support for change and creative behaviour for change (Seo, Taylor, Hill, Zhang, Tesluk, & Lorinkova, 2012); implementation of innovation (Michaelis, Stegmaier, & Sonntag, 2010); voicing concerns about change (Cinite & Duxbury, 2018); job satisfaction (Yang, 2016) and reduce resistant behaviour towards change (Seo et al, 2012); and turnover intention (Cunningham, 2006;Shin, Seo, Shapiro, & Taylor, 2015).…”

Section: Introductionmentioning

confidence: 99%

Participation and Commitment to Change on Middle Managers in Indonesia: The Role of Perceived Organizational Support as Mediator

Kurniasari

Suhariadi

Fajrianthi

2020

Global Business Review

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Commitment to change on middle managers was assumed to be an important factor that supported the success of the implementation of the organizational change plan. Based on the social exchange theory, commitment to change on middle managers could develop with a reciprocal relation between the organization and the middle managers. This research aimed to test the participation of middle managers on the commitment to organizational change with perceived organizational support as the mediator. Participation in the period of change was an exchangeable resource, while perceived organizational support was an indicator of the quality of the relationship between the middle managers and the organization. Research data were obtained from 227 middle managers on one of the government organizations in Indonesia which was in a period of change. Research results showed that perceived organizational support could have the role as a partial mediator between participation in period of change with commitment to change. Perceived organizational support and participation in period of change would increase the affective and normative commitment to change, while decreasing the continuous commitment to change. This research result could contribute practically and theoretically in the understanding and discussion regarding the role of middle managers in organizational change.

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Examining Competing Models of Transformational Leadership, Leadership Trust, Change Commitment, and Job Satisfaction

Cited by 31 publications

References 29 publications

Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau

Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau

Transformational Leadership and Job Satisfaction: Assessing the Influence of Organizational Contextual Factors and Individual Characteristics

Participation and Commitment to Change on Middle Managers in Indonesia: The Role of Perceived Organizational Support as Mediator

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