Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

Abstract

This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees' trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees' trust. Moreover, an insignificant relationship was found between transactional leadership and employees' trust, whereas laissez-faire and employees' trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees' trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees' trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.

The Relationship Between School Administrators’ Leadership Styles, School Culture, and Organizational Image

“…Moreover, the studies conducted by some of the researchers (Bakioğlu & Bahçeci, 2010;Lievens et al, 2007;Polat, 2011;Rynes & Barber, 1990;Sartore-Baldwin & Walker, 2011;Şanlı & Arabacı, 2017;Şişli & Köse, 2013;Tsai & Yang, 2010;Uğurlu & Ceylan, 2013) add wealth to the literature. Furthermore, it is seen that the relationships between leadership and organizational structure are examined (Abasilim et al, 2019;Akcil et al, 2018;Bendikson, 2012;Döş & Savaş, 2015;Mitchell & Sackney, 2016;Murphy & Torre, 2015;Ng, 2013;Orsdemir et al, 2019;Ozberk & Altinay, 2019;Saini, & Goswami, 2019;Tokel et al, 2019;Ünler & Kılıç, 2019;Yıkıcı et al, 2019;Yasir et al, 2016). There are also studies that focus on the relationship between organizational structure and organizational image (Cerit, 2006;Duarte et al, 2010;Helgesen, & Nesset, 2007;Luque-Martínez, & Del Barrio-García, 2009;McGrath, 2002;Metcalfe, 2012;Polat, 2011;Sung & Yang, 2008;Tight, 2007).…”

Linking transformational leadership and organizational performance: An empirical investigation of manufacturing firms in Vietnam

“…On the other way, García-Morales et al (2006) also claimed that Transformational Leadership style encourages Organizational Innovation better than transactional leadership style. It has a close relation to a variety of positive outcomes and is considered a crucial factor towards change capacity (Yasir, Imran, Irshad, Mohamad, & Khan, 2016). Transformational leaders are able to inspire their employees to explore new technologies and innovative ideas (Chang et al, 2015).…”

Leadership Styles and Employees’ Commitment: Empirical Evidence From Nigeria

“…However, several factors such as innovative remuneration structures, access to employee benefits, comfortable work environment, core values of an organization, career advancement opportunity, recognition, and employees' engagement, among others, have been adduced to be responsible for enhanced employee and organizational performance (Armstrong & Murlis, 2004;Armstrong & Taylor, 2014;Popli & Rizvi, 2016). Moreover, studies have shown that top on the list responsible for employees' commitment has been leadership, which pertains to the style adopted by the leader and the impact it has on the commitment level of organizational workforce for performance (Avolio, Walumbwa, & Weber, 2009;Trottier, Van Wart, & Wang, 2008;Yasir, Imran, Irshad, Mohamad, & Khan, 2016).…”