Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy

IF 4.2 3区管理学 Q2 MANAGEMENT

Leadership & Organization Development Journal Pub Date : 2021-10-14 DOI:10.1108/lodj-08-2020-0355

Bushra Zainab, Waqar Akbar, Faiza Siddiqui

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引用次数: 7

Abstract

PurposeThis study investigates the impact of transformational leadership and transparent communication on employees' openness to change with the mediating role of employee organization trust and moderating effects of change-related self-efficacy.Design/methodology/approachA sample of 260 employees from banking sector of Pakistan through self-administrated questionnaire participated in this study and the data was analysed through partial least square structural equation modelling (PLS-SEM).FindingsThe results reveal that transformational leadership and transparent communication help to create trust among employees of the organization which ultimately have positive effects on employee openness to change. Further, the results suggest that the presence of change-related self-efficacy significantly moderates relation between the transformational leadership and employee openness to change. However, change self-efficacy does not change the relationship between transparent communication and employee openness to change.Research limitations/implicationsThis study contributes to change management literature and helps organizations to understand the importance of employees and their positive behaviour during change.Practical implicationsThe researcher provides the guidelines for employers to craft change communication policy during the change implementation phase.Originality/valueThis study tests a mediating role of employee organization trust and moderating role of change-related self-efficacy in relation with transformational leadership and transparent communication on employees' openness to change which had not been tested theoretically and empirically in the context of Pakistan.

查看原文本刊更多论文

变革型领导和透明沟通对员工变革开放性的影响:员工组织信任的中介作用和变革相关自我效能感的调节作用

目的本研究考察了变革型领导和透明沟通对员工变革开放性的影响，以及员工组织信任的中介作用和变革相关自我效能的调节作用。设计/方法/方法通过自我管理问卷对来自巴基斯坦银行业的260名员工进行抽样调查，并通过偏最小二乘结构方程模型（PLS-SEM）对数据进行分析。研究结果表明，变革型领导和透明的沟通有助于在组织员工之间建立信任，最终对员工对变革的开放性产生积极影响。此外，研究结果表明，变革相关自我效能感的存在显著调节了变革型领导与员工变革开放度之间的关系。然而，变革自我效能感并没有改变透明沟通与员工对变革的开放性之间的关系。研究局限性/含义本研究有助于变革管理文献，并帮助组织了解员工的重要性及其在变革过程中的积极行为。实际含义研究人员为雇主在变革实施阶段制定变革沟通政策提供了指导。独创性/价值本研究检验了员工组织信任的中介作用和变革相关自我效能感对员工变革开放性的调节作用，而这一作用尚未在巴基斯坦的背景下进行理论和实证检验。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Leadership & Organization Development Journal MANAGEMENT-

CiteScore

7.70

自引率

6.10%

发文量

期刊介绍： The journal addresses a broad range of topics which are relevant to organizations and reflective of societal developments. Public and private sector organizations alike face ongoing pressure to streamline activities, improve efficiency and achieve demanding organizational objectives. In this context, the ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational failure and success.