Followership Moderation Between the Relationship of Transactional Leadership Style and Employees Reactions Towards Organizational Change

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

doi:10.17512/pjms.2018.17.1.11

Cited by 27 publications

(39 citation statements)

References 45 publications

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“…According to Searle et al (2011), trust is an essential factor of organizational and individual effectiveness. Previous studies described trust as the outcomes of leadership behaviour and endorsed that positive trust in leaders could provide definite outcomes like attitudes and behaviours (Burke et al, 2007), superior performance (Neves and Caetano, 2009), employees well-being (Chughtai et al, 2015) and positive employees' reactions (Khan et al, 2018). There are significant advantages of trust in the leader-followers relationship.…”

Section: Transformational Leadershipmentioning

confidence: 99%

Reversing the lens

Khan

Abdullah

Busari

et al. 2019

LODJ

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Purpose The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship. Design/methodology/approach Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1. Findings The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs. Research limitations/implications This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods. Practical implications Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes. Originality/value This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.

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Section: Transformational Leadershipmentioning

confidence: 99%

Reversing the lens

Khan

Abdullah

Busari

et al. 2019

LODJ

Self Cite

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“…However, Dahl (2011) used the following six dimensions to measure organizational change: enhanced skills/knowledge, increased effectiveness, adaptation to turbulent environments, and increased cooperation and coordination within the organization. In this paper , the variables of organizational change were measured using the process of change, readiness for change, and climate of change dimensions, which have previously been used by Khan et al (2018); Claiborne et al, (2013); Bouckenooghe (2012); and Bouckenooghe et al,(2009). These dimensions have been widely utilized and found to be valid and reliable for human research (Khan et al, 2018;Claiborne et al, 2013).…”

Section: Organizational Changementioning

confidence: 99%

“…In this paper , the variables of organizational change were measured using the process of change, readiness for change, and climate of change dimensions, which have previously been used by Khan et al (2018); Claiborne et al, (2013); Bouckenooghe (2012); and Bouckenooghe et al,(2009). These dimensions have been widely utilized and found to be valid and reliable for human research (Khan et al, 2018;Claiborne et al, 2013). Moreover, they have been proven to be theoretically and empirically sound in terms of the shortcomings found in the dimensions used in other studies (Bouckenooghe et al, 2009).…”

Section: Organizational Changementioning

confidence: 99%

“…This dimension is comprising how a particular change is handled in a project, and is mainly linked to readiness for change (Holt, et al, 2007). It has also been defined as the reactions to organizational change (Khan et al, 2018). Leadership is significantly related to the process of change dimension due to its role of providing rewards and efficiently communicating with employees (Khan et al, 2018).…”

Section: Organizational Changementioning

confidence: 99%

“…It has also been defined as the reactions to organizational change (Khan et al, 2018). Leadership is significantly related to the process of change dimension due to its role of providing rewards and efficiently communicating with employees (Khan et al, 2018). According to Bouckenooghe et al (2009), process of change is related to four elements: the quality of change communication, participation, attitudes of top management toward the change, and support of supervisors.…”

Section: Organizational Changementioning

confidence: 99%

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The relationship between organizational changes and job satisfaction in the Jordanian telecommunication industry

Hayajneh

Suifan

Obeidat

et al. 2019

JSS

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The aim of this paper is to investigate the relationship between organizational change and job satisfaction in telecommunication companies in Jordan. A convenience sample was selected from among employees working at three communication companies (3636 employees) in Jordan. The findings indicate a significant positive relationship between organizational change and job satisfaction. to increase employees’ job satisfaction, their level of job stress during organization change operations in telecommunication companies must be decreased.

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The Importance of Followership in Human Resources

Chung¹,

Chung²

2021

Perf Improvement Qrtly

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Leaders have taken the center stage of leadership for many years; researchers start to point out the transition from leadership to followership. When people discuss leadership, they should consider followership because leadership does not occur if followership does not follow. Characteristics and behaviors of leadership and followership are variables of followership, and they can influence followership outcomes. Followership provides a new way for people to think about leadership and helps people understand what a follower should or should not do to be an effective follower. To examine what makes followership important and how followership influences human resources, this literature review conducted searches for relevant followership research within the field of human resources. The details of documents by year, records per year by source, documents by country/territory, and documents by subject area were identified and summarized.

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Followership Moderation Between the Relationship of Transactional Leadership Style and Employees Reactions Towards Organizational Change

Cited by 27 publications

References 45 publications

Reversing the lens

Reversing the lens

The relationship between organizational changes and job satisfaction in the Jordanian telecommunication industry

The Importance of Followership in Human Resources

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