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Why championing change? A research on the antecedents of transformational leadership behavior in the context of organizational change.

Ketzer, Sara (2012) Why championing change? A research on the antecedents of transformational leadership behavior in the context of organizational change.

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Abstract:Prior research has shown that transformational leadership behavior (TLB) effects organizational change and progress. This study aimed at providing insight into the factors that mobilize leaders to become the driving force of their organization’s change efforts, thus to engage in TLB. It was assumed that leaders’ commitment to change (which was treated as an expression of behavioral intent) and their change-related efficacy beliefs (on both an individual and a collective level) would influence their TLB. Furthermore, it was assumed that leaders’ commitment to change mediates the relationship between the leaders’ perceptions of an organizational change and their change-related efficacy beliefs and their TLB. No mediation effects were found for commitment to change. Instead, the results of an online survey among 115 executives with personnel responsibility revealed that leadership self-efficacy beliefs and leaders’ commitment to change explained 50% of the variance in TLB. The leaders’ willingness to exert effort on behalf of the change showed to increase the more they felt able to provide support to their employees and as they thought that the change was needed and meaningful for business (appropriateness of change), that it was beneficial to the workforce (favorableness of change) and as they felt involved in decision-making processes. Implications for practice and further research are discussed.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:05 communication studies
Programme:Communication Studies MSc (60713)
Link to this item:http://purl.utwente.nl/essays/61719
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