Organizational Change, Leadership and Ethics

By, Rune Todnem; Burnes, Bernard; Hughes, Mark

doi:10.4324/9781003036395

Cited by 5 publications

(4 citation statements)

References 34 publications

(95 reference statements)

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“…By identifying the main constructs, variables, and dimensions to be included, the conceptualization phase lays the groundwork for the development of the scale. (Burnes and Hughes, 2023;King and Lawley, 2022;Robbins et al, 2019). This investigation aids in the identification of the crucial aspects and dimensions of organizational behavior that must be represented by the scale.…”

Section: Initial Conceptualization and Theoretical Frameworkmentioning

confidence: 99%

Development and validation of a scale for measuring organizational behavior: A comprehensive approach

Niangchaem,

Na-Nan,

Phanniphong

2024

Int. j. adv. appl. sci.

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Organizational behavior has long been a focus for researchers and academicians, and it is crucial for individual, team, and organizational achievements. There are debates about how to accurately measure organizational behavior, and existing scales have limitations. This paper offers a detailed view of developing scales in organizational behavior studies. This includes creating items, assessing content validity, pilot testing, refining items, validating the scale, and collecting data. The scale's validity and reliability are confirmed using statistical methods like exploratory and confirmatory factor analysis. The analysis results show the scale's legitimacy through factor loadings and reliability. The final scale is described, detailing the number of items and their specific dimensions. The discussion highlights the scale's benefits and limitations, its practical uses in organizational behavior research, and future research suggestions. This article is a thorough guide for researchers on creating effective and dependable measurement tools in organizational behavior.

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Section: Initial Conceptualization and Theoretical Frameworkmentioning

confidence: 99%

Development and validation of a scale for measuring organizational behavior: A comprehensive approach

Niangchaem,

Na-Nan,

Phanniphong

2024

Int. j. adv. appl. sci.

View full text Add to dashboard Cite

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“…Organizational change has been seen as an ongoing process of improvement, allowing organizations to become more adaptive to shifting external and internal customer demands. Change readiness, change capability, and change demand have been proven to be essential components of successful organizational change (Anyieni, Ondari, Mayianda, & Damaris, 2016;Burnes & Hughes, 2023;Krüger & Petry, 2005). In addition, research has highlighted the need for both change and constancy to coexist in a coherent, irreducible relationship (Loubser, 2013;Strauss, 2012).…”

Section: Organizational Change Leadership and Leadersmentioning

confidence: 99%

“…Furthermore, leaders must find a balance between risk-taking and cherishing learning opportunities from mistakes (Bligh, Kohles, & Yan, 2018). Lastly, it is essential for leaders to address ethical issues within the organization to ensure that it aligns with organizational values and mission (Burnes & Hughes, 2023).…”

Section: Organizational Change Leadership and Leadersmentioning

confidence: 99%

New Insights in the Basic Psychological Needs of Leaders Not to Fail Organizational Change: Post-Pandemic View on Leader’s Experience—A Qualitative Content Analysis

Krauter

2023

OJL

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Purpose: This paper aims to uncover underlying mechanisms and basic psychological needs of leaders that will enable them to cope with organizational change in a multi-crisis context. Design/Methodology/Approach: This study uses the qualitative research approach of qualitative content analysis to explore leader's positive and negative experiences during change in a multi-crisis context. Findings: This research highlights the critical role of leaders' basic psychological needs in organizational change within a multi-crisis context, thereby illustrating the necessity of providing need-based experiences and need-supported change designs. This study has recognized the importance of taking into consideration all four identified levels of change: personal, situational, decisional, and transitional-when implementing change initiatives, as a need-supported change design. Data indicate that, despite expressing a leader's strong need for involvement and community, the need is not adequately satisfied by rituals and communitas. These results indicate the need to integrate both success factors and failure factors in a simultaneous manner to increase leader's positive experiences and reduce negative experiences during change, with the aim of providing need-based experiences. Originality/Value: This paper provides new findings and theoretical descriptions in the understudied area of a leader's basic psychological needs and emerged success and failure factors during change in a multi-crisis context.

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“…The handling of the COVID-19 pandemic is an exemplary instance of this approach where various sectors quickly adapted to the crisis. Such crisis can force change as an inevitable and continuous process that allows organizations to adapt to both internal and external demands (Anyieni, Ondari, Mayianda, & Damaris, 2016;Burnes & Hughes, 2023;Krüger & Petry, 2005).…”

Section: Leadership Organizational Change and Leader's Experiencementioning

confidence: 99%

New Perspectives on Leaders’ Motivational and Emotional Experiences and the Role of Basic Psychological Needs Not to Fail Organizational Change in a Multi-Crisis Context—A Content Analysis

Krauter

2023

OJL

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This paper aims to identify the motivational and emotional states and uncover the underlying role of basic psychological needs of leaders that will facilitate them to handle organizational change in a multi-crisis context. This study uses the qualitative research approach of qualitative content analysis to investigate leaders' positive and negative motivational and emotional experiences and the role of basic psychological needs during change in a multi-crisis context. The study highlights the interplay between motivation, emotional experiences, and the fulfillment of basic psychological needs in leaders during a multi-crisis organizational change. Utilizing self-determination theory, it provides insights into how intrinsic and extrinsic motivators and demotivators, alongside positive and negative emotional experiences, shape leaders' responses to organizational change. It underscores the importance of situational need-based support in satisfying leaders' basic psychological needs, which, in turn, significantly impacts their motivation and emotional states. The results highlight the need for organizations to foster an environment of need-based support that facilitates these intrinsic motivators and addresses potential demotivators. The study offers practical implications on how organizations can enhance their leaders' motivation and emotional resilience and adaptation during change by focusing on strategies that ensure the satisfaction of leaders' basic psychological needs. Despite these findings, it acknowledges the need for further research to examine these complex dynamics in different organizational contexts. This paper provides new findings and theoretical descriptions in the understudied area of leaders' motivational and emotional experiences and the How to cite this paper: Krauter, J. ( 2023).

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Organizational Change, Leadership and Ethics

Cited by 5 publications

References 34 publications

Development and validation of a scale for measuring organizational behavior: A comprehensive approach

Development and validation of a scale for measuring organizational behavior: A comprehensive approach

New Insights in the Basic Psychological Needs of Leaders Not to Fail Organizational Change: Post-Pandemic View on Leader’s Experience—A Qualitative Content Analysis

New Perspectives on Leaders’ Motivational and Emotional Experiences and the Role of Basic Psychological Needs Not to Fail Organizational Change in a Multi-Crisis Context—A Content Analysis

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