Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change

Bayraktar, Seçil; Jiménez, Alfredo

doi:10.1108/jocm-12-2018-0368

Cited by 62 publications

(105 citation statements)

References 70 publications

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“…Which ultimately leads them to manifest either compliance or even go beyond to engage in championing behavior as revealed in this study. The findings thus are in line with the tenet of conservation of resources theory (COR), which suggests that resources, mainly self-efficacy serve as instrumental in the face of organizational change (Bayraktar & Jimenez, 2019;Bayraktar & Jiménez, 2020).…”

Section: Discussionsupporting

confidence: 83%

“…It has demonstrated that change-efficacy could also be an effective mechanism to facilitate the change of supportive behavior. Bayraktar and Jiménez (2020), in a recent study, also found changeefficacy as instrumental and lead to change-related outcomes such as commitment to change and intention to support change. It is also a significant determinant of change supportive behavior in a study conducted by (Shin et al, 2012).…”

Section: Discussionmentioning

confidence: 86%

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Promoting Behavioral Support for Change: A Conservation of Resources Theory Perspective

Mehboob

Othman

2020

SJOM

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Purpose- Individuals' support for change is a critical success factor to implement change effectively. Therefore, identifying the possible antecedent and mechanism, leading to behavioral support towards change, is necessary. The study aims to unfold this avenue of research empirically by examining the role of both person and context factors in promoting behavioral support for change. Design/Methodology- Data was collected from 292 academic staff of six public sector universities located in Pakistan via cross-sectional mean. A self-reported questionnaire was used to collect responses from the desired population. Findings- Results revealed a positive impact of perceived management support on academic staff’s behavioral support for change. Moreover, change-efficacy also provides a statistically significant intervening mechanism to translate the effect of perceived management support on both dimensions of behavioral support to change such as compliance and championing behavior Practical Implications- The research offers useful insights for top university officials to build support for change by providing needed support and resources; make academic staff capable of executing the change-related tasks into viable actions meritoriously.

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Section: Discussionsupporting

confidence: 83%

Section: Discussionmentioning

confidence: 86%

Promoting Behavioral Support for Change: A Conservation of Resources Theory Perspective

Mehboob

Othman

2020

SJOM

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“…Building on Bandura et al (1999) theory of self-efficacy, leader efficacy is a leader's confidence in his ability to lead others. Leaders must possess the necessary abilities to influence and motivate team members, which are important skills for implementing change effectively (Bayraktar and Jiménez, 2020). Leaders with high efficacy can accomplish organizational change goals because of their ability to overcome barriers.…”

Section: Methodsmentioning

confidence: 99%

“…Organizations may not employ an appropriate change model, and leaders may not possess the right leadership style to implement successful change initiatives (Lumbers, 2018). In addition, leaders may not have effective leader efficacy skills to steer the successful implementation of a change project (Bayraktar and Jiménez, 2020).…”

Section: Introductionmentioning

confidence: 99%

Predicting healthcare leaders readiness to lead the implementation of change

Shannon¹

2021

Afr. J. Bus. Manage.

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A key challenge facing healthcare leaders is how to implement changes successfully. For change to occur in healthcare, leaders must be proactive, and they must have an ability to adapt to new policies and practices. Data from 105 healthcare leaders were used to address the question of to what extent leadership style, leader efficacy, seniority, and gender predict healthcare leaders' readiness to lead change. The healthcare leaders were panel members of Centiment, an online survey research company that specializes in surveying hard-to-reach participants. A correlation analysis using Spearman's rho tested the relationship between leadership style and leader efficacy, and multiple regression analyses predicted the readiness of healthcare leaders in leading the implementation of change. The results of the multiple regression analysis show that transformational leadership and leader efficacy are statistically significant in change implementation. However, the results also reveal that transactional and passive leadership, seniority, and gender are not statistically significance. The results suggest that seniority does not moderate the relationship between the leadership styles and organizational readiness for implementing change, and gender does not moderate the interaction between leader efficacy and organizational readiness for implementing change. Healthcare leaders can use the results of this study to mitigate the rate of failure while implementing change.

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“…Yet much remains unclear about what exactly it means for these organizations to seek a sense of purpose to implement a holistic model of quality education (Srikanthan and Dalrymple, 2005). It is an enormous challenge for institutions to stay purposefully constant while also adapting their practices to the changing external requirements (Bayraktar, 2020; Maier, 2014). In view of such pressing concerns, this paper aims to examine the relationships between organizational purpose, leadership practices and sustainable outcomes for universities in emerging economies.…”

Section: Introductionmentioning

confidence: 99%

Purpose-driven leadership and organizational success: a case of higher educational institutions

Hong

Chennattuserry

Deng

et al. 2021

LODJ

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PurposeThis paper aims to examine the relationships between organizational purpose, leadership practices and sustainable outcomes for universities in emerging economies. We propose that a strong sense of purpose is a fundamental and defining feature in the leadership practices of these institutions, which ultimately contributes to their success.Design/methodology/approachThe authors present a research model that defines the relationships between a sense of purpose, leadership practices, student success outcomes, alumni involvement outcomes and societal reputation outcomes. Over 200 higher education administrators in India participated in the study.FindingsThe institutions' sense of purpose directly relates to their leadership engagement practices and their student success outcomes. Student success outcomes are a crucial linkage between leadership engagement practices and alumni involvement outcomes to achieve their societal reputation.Practical implicationsAs competitiveness intensifies, educational institutions under resource constraints must differentiate their organizational practices. This paper demonstrates how their core purpose and leadership actions result in achieving effective outcomes and overall sustainable societal reputation.Originality/valueThere is a significant difference between having an organizational purpose and enacting that purpose through their leadership practices. These results highlight the cascading effect from the institution's fundamental sense of purpose to their leadership practices and the positive outcomes of student success, alumni involvement and societal reputation.

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Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change

Cited by 62 publications

References 70 publications

Promoting Behavioral Support for Change: A Conservation of Resources Theory Perspective

Promoting Behavioral Support for Change: A Conservation of Resources Theory Perspective

Predicting healthcare leaders readiness to lead the implementation of change

Purpose-driven leadership and organizational success: a case of higher educational institutions

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