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Managing resistance : the contribution of transformational leadership on followers’ self-efficacy during incremental organisational change

Kuang, Yunzhen (2018) Managing resistance : the contribution of transformational leadership on followers’ self-efficacy during incremental organisational change.

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Abstract:Organisations regard change as major tasks for completing because successful change brings considerable benefits. However, most efforts failed because of employee’s resistance behaviours. Most followers have uncommitted attitudes to change because of mindful obstacles like low self-confidence or insecurity. From a psychological perspective, positive cognitions help with developing a right attitude. Self-efficacy is a concept derived from social-cognitive theory, it is defined as one’s perception of confidence in his or her abilities to cope with demanding tasks. Researchers claimed high self-efficacy positively effects on workers’ working attitude and results in better working performances, it also brings more change readiness during organisational change. Transformational leadership style has become a popular term in dealing with individual’s resistance in recent decades. This paper has been carried out by examining the contribution of transformational leadership on followers’ self-efficacy during organisations’ change implementation.
Item Type:Essay (Bachelor)
Clients:
University of Twente, Enschede, Netherlands
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
Link to this item:https://purl.utwente.nl/essays/75454
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