Yemen’s Public Sector transformation: Unpacking the dynamics of assessing organizational culture, leadership Approaches and Employees Adherence to Change

Abstract

The primary aim of this research is to evaluate the influence of leadership style on affective commitment to change, taking into consideration the moderating role of organizational culture. This study utilizes a mixed-methods approach, incorporating both quantitative survey data from 371 employees in Yemeni public organizations and qualitative interviews with managers. The findings show that employees' affective commitment to change and transformational leadership are positively correlated. Furthermore, a favourable correlation is discovered between affective commitment to change and transactional leadership. The results have significance in that they point to the positive moderating influence of organisational culture on the association between affective commitment to change among employees and leadership styles. Interestingly, compared to transformational leadership, transactional leadership is a stronger predictor of affective commitment to change.