Transformational leadership style, followership, and factors of employees’ reactions towards organizational change

Abstract

Purpose This study aims to investigate the relationship between transformational leadership style and factors of employees’ reactions towards organizational change in the telecommunication sector of Pakistan. Furthermore, to understand the importance of followership it has been analyzed as a moderating variable in the relationship between transformational leadership style and factors of employees’ reactions. Design/methodology/approach A mixed methods study design was applied to investigate the factors underlying the phenomenon of transformational leadership and organizational change. A quantitative research design was followed by qualitative research questions to get more in-depth insights into the used relationships. The primary purpose of the qualitative study design was to support and strengthened the results of the main quantitative research design. Findings The results of the study showed that transformational leadership style was positively related to all three factors of employees’ reactions (frequency of change, trust in management and employees’ participation) towards organizational change. Moreover, followership has a significant effect on the relationship between transformational leadership style and factors of employees’ reaction. Practical implications This study suggests that for successful implementation of change in organizations, the employees play an important role and that managers with transformational leadership behaviour play a critical role in shaping positive change reactions. This study also highlights that both transformational leadership and followership are essential elements in shaping recipients’ reactions, with active followers contributing to the role of leadership in the change process. Originality/value This study is the first attempt specifically in Asian context to highlight the role of followership as a moderating variable in leadership theory in the organizational change context.

Transformational Leadership and Organizational Change: In The Context of Today’s Leader

“…The best way is to focus on human resources as the capital asset for successful organizational change. As stated by Busari et al (2019), the successful implementation of change in organizations is determined by employees as followers and leaders with transformational leadership behavior. They play an important role in shaping positive reactions to changes in the organization.…”

“…Transformational leadership received great attention from researchers since it was found to greatly influence leadership practices. There is increasing evidence by the scholars on the role of transformational leadership as an appropriate approach in enhancing organizational change (e.g Van der Voet et al, 2016;Middleton et al 2015;Mwangi and Kwasira, 2015;Chou, 2014;Busari et al, 2019;Carter et al, 2013;Feng et al, 2016;Howarth and Rafferty, 2009;Holten and Brenner, 2015). According to Yulk (2010), transformational leadership is a specific leadership approach that focuses on the abilities of a leader as a process to change and transform employees through increasing motivation to work, establishing high commitment, and empowering employees in efforts to achieve organizational goals.…”

Predicting healthcare leaders readiness to lead the implementation of change

“…Transformational leadership is an effective leadership style in most organizations because the leaders who follow this model understand how to inspire followers to go beyond the norm (Apore and Asamoah, 2019). Many researchers have suggested that transformational leadership is the ideal leadership style for dealing with organizational change because the leaders who utilize it understand how to develop others to assume tasks (Busari et al, 2019). Additionally, research has shown that transformational leadership is highly desirable for influencing organizational change in the healthcare industry (Al-Hussami et al, 2018).…”

The Importance of a Transformational Leadership Model in Managing Organizational Culture

“…According to Kirkan (2011), transformational leadership is a leadership pattern used by leaders to change the current situation by following those who follow the organizational problem through inspiration, persuasion, and excitement to achieve a higher understanding of the vision for the realization of shared goals within the organization. Besides that, transformational leaders act as agents of change by stimulating and changing motivation, attitude, and increasing the trust of their members (Busari et al,2019).…”