Abstract
The present study aimed to examine the direct impact of transformational leadership dimensions on employee strategic renewal behaviour and venture behaviour, and through a mediating role of job satisfaction and employee commitment to organizational change. The study sample consisted of 464 employees in different firm types in Ho Chi Minh city of Vietnam. The data is analysed using a structural equation model (SEM). The paper shows that dimensions of transformational leadership (namely intellectual stimulation, inspirational motivation, and individual consideration) have positive and significant influence employee strategic renewal behaviour and venture behaviour directly, and via job satisfaction and commitment to organizational change (affective commitment and normative commitment) as a moderating mechanism.
Highlights
The present study aimed to examine the direct impact of transformational leadership dimensions on employee strategic renewal behaviour and venture behaviour, and through a mediating role of job satisfaction and employee commitment to organizational change
Transformational leadership is recognised to be a vital factor of organisational change performance, few studies have investigated the relationship between four dimensions of transformational leadership and employee intrapreneurial behaviour in dynamic environments facing significant organisational changes
This study aims to investigate the direct influence of transformational leadership dimensions on intrapreneurial behaviour, and through the mediating role of job satisfaction and employee commitment to change in an emerging economy context
Summary
Organizations are constantly facing change, which is a result of technological and economic innovation. Transformational leadership is recognised to be a vital factor of organisational change performance, few studies have investigated the relationship between four dimensions of transformational leadership and employee intrapreneurial behaviour in dynamic environments facing significant organisational changes. Positive employee attitudes such as job satisfaction and commitment to change play a vital role in employee acceptance of organisational change and its long-term success (Cordery et al, 1993; Herold et al, 2007; Meyer et al, 2007; Parish et al, 2008; Shum et al, 2008; Svensen et al, 2007; Van Dierendonck & Jacobs, 2012; Yousef, 2017).
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