Promoting fearlessness of change through social intelligence: mediating role of collective efficacy and moderating role of management commitment to change

Abstract

PurposeThis study aims to investigate the influence of social intelligence and collective efficacy on the fearlessness of change. Furthermore, this study investigates the mediation effect of collective efficacy and moderating role of management commitment to change in the relationship between social intelligence and fearlessness of change.Design/methodology/approachThe analysis is based on data collected from 296 members of information technology and Banking Financial Services Industry organisations using a survey questionnaire. Hypotheses have been tested using structural equation modelling.FindingsThe findings show that social intelligence and collective efficacy positively influence fearlessness of change. Social intelligence also impacts collective efficacy positively. Further, collective efficacy acts as a mediator and management commitment to change acts as a moderator in the relationship between social intelligence and fearlessness of change.Research limitations/implicationsThis study highlights the relevance of social intelligence in fostering a fearless attitude towards change for easy transition from the current organisational state to a new or desired state.Practical implicationsOrganisational leaders must strive to develop a climate of fearlessness in organisations undergoing change so that the employees acquire this attitude of fearlessness and face the hurdles that come with change with a positive mind set.Originality/valueThis study is amongst the few such studies that examined the relationship amongst variables of this study.