Change Leadership Style Research Articles

The Influence of Change Management, Leadership Style, Motivation, Work Conflict, and Work Stress on Employee Performance Workshop PT. Meratus Line Surabaya

This research aims to determine which change management, leadership style, motivation, work conflict and work stress have a dominant influence on employee performance. The research was conducted using a quantitative-descriptive approach. In this research, the population is all employees. The sampling technique in this research used a total sampling/census technique, namely, all employees totaling 74 respondents were the research sample. In this research, the data sources used include primary data and secondary data. Primary data was obtained directly from the main source of the research object by distributing questionnaires to relevant respondents. Meanwhile, secondary data was obtained from company documents or archives, as well as the results of interviews conducted. The analysis technique used in this research is multiple linear regression analysis. Based on the research results, it was found that change management variables, leadership style, motivation, work conflict and work stress simultaneously had a positive and significant effect on employee performance. Change management variables, leadership style, motivation, work conflict and work stress partially influence employee performance. Change management variables have a dominant influence on employee performance.

Research on the Optimization Strategy of Facebook Employee Engagement in the Context of the VUCA Era

Employee engagement has become one of the hottest topics in recent years. In both theory and practice, it is a crucial issue for management. Numerous hypotheses have been developed over the past few decades to explain the influencing factors and outcomes of employee engagement. There are also a number of previous studies that have utilized meta-analyses on this question. This paper will explain these issues by applying a specific VUCA era and some of its characteristics (Volatile, Uncertain, Complex, and Ambiguous). It will describe improved employee engagement models for Facebook in this paper. The author compiles prior studies on employee engagement and the VUCA era and analyses the factors contributing to Facebook's low employee engagement around Facebook's CEO, Mark Zuckerberg's character flaws and management style. The studies showed that effective leadership is indispensable in times of turbulent economic environment. The CEO of Facebook is autocratic, does not communicate, constantly reprimands staff members, and prioritizes profits over all else. Due to the accumulation of these issues, Facebook experienced confusion in the VUCA era and steadily decreased employee engagement. All the preliminary results throw light on the nature of Facebook’s need to change its management model. The findings indicate that employee engagement can be improved by changing leadership styles, improving communication skills, providing development opportunities and modifying workplace culture.

Transformational Leadership Management In Improving The Performance Of Teaching Staff at Rindam Iv Diponegoro Magelang

The purpose of this research is how the influence of transformational leadership management in improving the performance of teaching staff at Rindam IV/Diponegoro Magelang. This research uses a literature study research method by looking for theoretical references that are relevant to the case or problem found. The result of the research is that the teaching staff at Rindam IV/Diponegoro Magelang seen from the organizational commitment is good because it has worked in accordance with the job description of each teaching staff because it has worked in accordance with the job description of each teaching staff. However, it turns out that there are still some obstacles that cause the performance of Rindam IV / Diponegoro educators to be less than optimal. Efforts made to improve the performance of teaching staff at Rindam IV / Diponegoro Magelang is to fulfill the equipment used in learning, while to improve the performance of teaching staff at Rindam IV / Diponegoro Magelang in terms of achievement motivation is to provide rewards and punishments that are firm and healthy, gumil upgrading to increase the ability to teach students, fellow educators often hold coordination meetings. The conclusion obtained is the occurrence of social change models and leadership styles have changed, namely transactional leadership styles, transformational leadership styles, and visionary leadership styles. In other words, transformational leadership management is able to improve the quality of performance of teaching staff of Rindam IV/Diponegoro Magelang.

Leadership Approaches on Employees Performance in Microfinance Banks in Rwanda: A Case of Copedu Plc Microfinance

Leadership effectiveness depends on effective management, as organizational success depends on employee performance and leader/supervisor. The study was directed to assess the influence of leadership approaches on employees’ performance in microfinance banks in Rwanda. Research on leadership theories, including Douglas McGregor's X-Y, Fiedler's Contingency Theory, Trait Theories, Behavioral theories, and Charismatic Leadership, will benefit researchers, Copedu Plc, MKU University, Rwanda government, and public in general. The research design was descriptive. While the target population was 48 employees of Copedu Plc the sample, size was the same since the population was too small. The data was collected and analyzed using the Statistical Packages for Social Sciences (SPSS) Version 23, to show mean, standard deviation and percentages. The researcher used correlation coefficient to determine the relationship between variables while the regression analysis was to determine the influence of leadership approaches on employees’ performance in microfinance banks in Rwanda. The findings showed that majority of the respondents agreed that change leadership styles can adapt employees working environment leading to decision-making as team and minority disagree and implied that change leadership styles can adapt employees working environment. Majority of the respondents agreed that involve employees in decision making improves morale and employees flexibility decision making in microfinance and minority of respondents disagree with statement. This implied that involving employees in decision-making improves morale. Regression analysis on transformational leadership, p-value was .699 which was greater than the 0.05 set as standard significance levels. This means that null hypothesis stated that there is no significant influence of transformational leadership on employees’ performance of Copedu Plc, was accepted and goes by the null hypothesis, which states that the independent variable has doesn’t have influence employees’ performance in terms punctuality and good time management, creativity and innovation and ability to perform efficiently. Researcher recommends management delegating empowers to employees for trust, professional development, and situational leadership. Keywords: Leadership Approaches, Employees Performance, Microfinance Banks, Copedu Plc Microfinance, Rwanda.

Factors affecting job satisfaction and employee performance: a case study in an Indonesian sharia property companies

PurposeThis study aimed to discover the factors affecting employee performance by testing the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance in Indonesian sharia property companies.Design/methodology/approachThe study population was all members of “Sharia Property Developer” (DPS) across Indonesia with criteria of having subordinates at least one person and is listed as a DPS member. The samples used were 71 people from the 200 members of DPS across Indonesia. The sampling method used was based on R2 value and significance level with an 80% statistical strength. Data analysis was carried out using smartPLS software to test the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance.FindingsThe utilization of SEM in Smart PLS for change management with the ADKAR method had a negative value of 6.2% in affecting employee performance and 4.6% in affecting job satisfaction. Job satisfaction insignificantly affected employee performance by 7.5%. Leadership style and organizational commitment positively affected performance by 57.9% and 25.6%, respectively.Research limitations/implicationsThis study did not limit respondents’ education levels. Twenty percent of respondents were middle and high school graduates. Respondent’s position was mostly the highest leader in the company by 58%. Indicators in the ADKAR model did not implement the construct validity test since the researchers did not find precedent studies that discuss the indicators of the ADKAR model in detail.Practical implicationsFactors that positively and significantly affected employee performance can be used to plan employee performance of DPS member companies.Social implicationsThe company must create a program to produce meaning in working, shape leaders to have discipline by putting appropriate employees as leaders.Originality/valueThis study used change management, organizational commitment, job satisfaction and leadership style as exogenous variables, job satisfaction and leadership style as intervening variables. The study model modified the previous study regarding employee performance improvement because it utilized the change management with the ADKAR model. The study objects were sharia property companies, where the researchers did not find previous studies discussing employee performance in sharia property companies.

Organizational values in support of leadership styles fostering organizational resilience: a process perspective

PurposeThe purpose of this paper is to describe how resilience unfolded in a project-based organization with the support of organizational values through changing leadership styles. The rapidly announced restrictions on businesses during the coronavirus disease 2019 (COVID-19) provided an opportunity to observe and study resilience unfold.Design/methodology/approachThe process-perspective case study approach of a structural and civil engineering design firm in San Francisco, California, USA, integrates interviews, observations, document analysis and information tracking via email and Microsoft Teams. The researchers adopted a leadership perspective, where the units of analysis are the internal management and the employees' behaviors.FindingsIn the case examined, the capability represented in the organizational values influenced the choice of situation-appropriate leadership styles to support employees. The values of relationship, passion and trust influenced the dominant choice of a transformational style, where stability and excellence facilitate a transactional style – all equally important for the balance and resilience of the project-based organization.Originality/valueThis study demonstrated that when organizational values support leaders in cultivating a learning environment, those values provide stability for leaders to promote resilience. To the best of the researchers' knowledge, no previous work described how situational-, transformational- and transactional-leadership styles evolve in response to a crisis and together facilitate organizational resilience.

Role of change leadership styles on cognitive rigidity at selected automobile dealerships in Durban, South Africa

Leadership is a core component of organizational management, but its functions are getting more complex with the increasing involvement of changes taking place in the world. As such, the complicated operation of managing cognitive rigidity as a form of resistance to change amongst employees is very critical. On the other hand, resistance to change is described as one of the impediments to organizational expansion due to its negative consequences. To cope with change, there is a need for an effective leadership style. This study focuses on the association between change leadership styles, i.e., transformational and transactional leadership styles with cognitive rigidity as a form of resistance to change. The study further seeks to investigate the impact of these leadership styles on employees’ resistance to cognitive rigidity at the selected automobile dealerships in the Durban Metropolitan Region of KwaZulu-Natal in South Africa. Theories on change and leadership styles have been considered in this paper. A descriptive survey design was adopted to collect information from a stratified sample size using self-administered questionnaires to 170 staff at automotive dealerships in the metropolitan of Durban in South Africa. Pearson correlational and regression analysis were employed to analyze data. Results indicated significant correlations between these change leadership styles and cognitive rigidity as a form of resistance to change. However, the transactional leadership style revealed a more substantial possibility of increasing resistance to change. The study recommends that management practice the transformational leadership style to encourage employee participation in the decision, build confidence, accept constructive criticisms, effective communication and transparency, thereby reducing rigidity.

Change Management Strategies And Leadership Styles Of School Administrators: Their Effect On The Teachers’ Organizational Commitment

Change Management Strategies And Leadership Styles Of School Administrators: Their Effect On The Teachers’ Organizational Commitment

Changing Leadership Styles and Strategies of IAS Lobby WRT Losing Its Swagger in Corridors of Power in India

The Indian Administrative Service is the administrative hand of all Indian services in Indian government. IAS is one of the important branches from all India services and works a lot for development of the economy. Leadership is the process of influencing others and an effective leader influences his followers in a preferred way to achieve desired objectives. Different leadership practices affect organizational efficiency, efficacy, and performance. The powerful Indian Administrative Service (IAS) lobby is losing its influence over the authority corridor in the national capital and has fallen to almost 33 percent from previous virtual control. The growth and expansion come as the government increased the appointment of the officials from services to fill important positions in different ministries. IAS officers have been found deficient in their roles and there is a sharp scarcity IAS officers in 18-25 years of superiority. The study helps in understanding the role of leadership practices in enhancing the performance of the administrative officers. Primary data collected through the questionnaire distributed manually and via mail to the IAS officers. There were 286 IAS officers both zones directly recruited or promoted in Maharashtra region and 50% of the total population, i.e. 143 IAS officers, were taken as sample for the study. Mean, weighted average, pie charts, and graphs were made and to support the study. One null hypothesis is also framed. Organizations can be successful when the followers and the leaders have healthy relationships. Leadership styles and approaches provides direction, implement plans, and motivate people.

PENGARUH KEPEMIMPINAN DAN LINGKUNGAN KERJA TERHADAP KOMITMEN ORGANISASI: PERAN MEDIASI KEPUASAN KERJA

This study aims to empirically prove the influence of leadership behavior and work environment on turnover intention with job satisfaction as a mediating variable. The research sample was conducted using purposive sampling technique and 128 non-managerial permanent employees were selected at PT. XYZ as respondent. The method for proving research hypotheses uses path analysis which can identify both direct and indirect effects and is also an indicator to test validity and reliability. The research data was processed using Partial Least Square (PLS) with SMART PLS Ver 3.0 software. The results of the study found that leadership and work environment had an effect on job satisfaction. Job satisfaction directly affects organizational commitment, while leadership and the environment indirectly through mediation of job satisfaction affect organizational commitment. Taken together, leadership, work environment, and job satisfaction determine employee organizational commitment to the company. Suggestions from the results of the study, so that employee commitment is high to the company, management needs to change leadership styles that are adaptive and transformative, as well as a comfortable and friendly work environment that can increase job satisfaction. Keywords: organizational commitment, leadership, work environment, job satisfaction, turnover intention

Leadership Style Policy After Acquisition; Case Study at PT. Karya Persada

The purpose of this research is to identify changes in the company organization of PT Karya Persada, specifically 1) Examine how the organization of PT Karya Persada has changed since the acquisition. 2. Describe the changes that have occurred. 3. ) Analyzing the relationship between changing organizational aspects at PT. Persada's work. 4). Identifying the anticipation or management strategy used by PT Karya Persada in the face of this change. This research can also academically deepen knowledge about change management, organizational culture, leadership style, and learning organizational, as well as see the extent of its application, supporting factors, and constraints that arise in its application. The descriptive qualitative research methods were used in this study. The data in this study were obtained by conducting interviews with former employees of PT. Karya Persada will go directly to take data at PT. Persada's work that has been obtained from the interview data is processed using NVivo 12 Plus Qualitative Software. According to the findings of this study, there is a change in organizational culture, such as a family-like spirit that becomes more procedural and full of control. Less discipline became much more disciplined from the start. Furthermore, a previously opaque culture has become more transparent, with clearer rewards and punishments, including at higher levels of promotion and career advancement.

Impacts of Resource Alertness and Change Leadership Style on Financial Performance

The dynamic competition theory emphasizes that executives must have the ability to discover and identify new resources to deal with the external environment change and implement the leadership style change for improving the financial performance. The authors studied the impacts of resource alertness and change leadership style on enterprise financial performance with the perceived competitive tension as the moderator. Data analysis from 208 valid questionnaires indicated that resource alertness and change leadership style have a direct positive impact on financial performance by changing the leadership style. The positive effect of change leadership style on enterprise performance will be strengthened with high perceived competitive tension. Important theoretical and practical implications are discussed. Limitations and future research are presented as well.

Digital transformation in the Indonesia manufacturing industry: The effect of e-learning, e-task and leadership style on employee engagement

In facing business competition in the manufacturing industry, it continues to adapt. Demands start from employees who are expected to continue to grow and leaders who are also changing. This is aimed at staying in business and also retaining the best employees by planning some changes in how to train and assign employees electronically as well as changing leadership styles to adapt to today's digital era. This study aims to determine the influence of E-learning, e-task and leadership style in the manufacturing industry in Indonesia. The data collection method in this study uses a questionnaire with 130 respondents. in this study using four variables, namely thirteen dimensions and twenty-six indicators. The analytical method used is descriptive analysis, and the test instrument uses SEM AMOS. The results showed that e-learning organization and e-task as well as leadership style had a significant and significant effect on Employee Engagement. the most factor great influence is the leadership style; This means that employees expect to get a new style in accordance with this digital era since there has been a change in the concept of employee engagement, where employees will feel they do not have a sense of engagement with the company if the attitude of the leader who is not sensitive to all aspects of changes in the effects of the digital era is caused by changes in employee behavior in this era where information is very easy to obtain for employees to know the conditions anywhere else that offers an advantage. compared to where they work now.

ANALISIS GAYA KEPEMIMPINAN DAN PENGARUHNYA TERHADAP KEPERCAYAAN KARYAWAN PT XYZ

<p>The purpose of this research is to obtain empirical data, facts, and valid and reliable information about the influence of the Leadership Style and its influence on the trust of the employees of PT. XYZ. This study uses an associative quantitative approach and regression techniques. The population in this study were all employees of PT. XYZ numbered 228 people. The sampling method using simple random sampling, for all employees who are still actively working in 2019, amounted to 228 people. Samples were taken with the Slovin formula so that the total sample of 145 people. Research data in the net through questionnaires. This study uses item analysis for both variables. The results of the study concluded, there is a positive direct effect of leadership style on employee trust. This finding means that if you want to increase employee confidence in the organization, it can be done through changing leadership styles.</p><p><strong>Keywords: </strong>Leadership Style, Trust, Millennial Generation</p>

Champions in context: which attributes matter for change efforts in healthcare?

BackgroundResearch to date has focused on strategies and resources used by effective champions of healthcare change efforts, rather than personal characteristics that contribute to their success. We sought to identify and describe champion attributes influencing outcomes of healthcare change efforts. To examine attributes of champions, we used postpartum contraceptive care as a case study, because recommended services are largely unavailable, and implementation requires significant effort.MethodsWe conducted a comparative case study of the implementation of inpatient postpartum contraceptive care at 11 U.S. maternity hospitals in 2017–18. We conducted site visits that included semi-structured key informant interviews informed by the Consolidated Framework for Implementation Research (CFIR). Phase one analysis (qualitative content analysis using a priori CFIR codes and cross-case synthesis) showed that implementation leaders (“champions”) strongly influenced outcomes across sites. To understand champion effects, phase two inductive analysis included (1) identifying and elaborating key attributes of champions; (2) rating the presence or absence of each attribute in champions; and 3) cross-case synthesis to identify patterns among attributes, context, and implementation outcomes.ResultsWe completed semi-structured interviews with 78 clinicians, nurses, residents, pharmacy and revenue cycle staff, and hospital administrators. All identified champions were obstetrician-gynecologists. Six key attributes of champions emerged: influence, ownership, physical presence at the point of change, persuasiveness, grit, and participative leadership style. These attributes promoted success by enabling champions to overcome institutional siloing, build and leverage professional networks, create tension for change, cultivate a positive learning climate, optimize compatibility with existing workflow, and engage key stakeholders. Not all champion attributes were required for success, and having all attributes did not guarantee success.ConclusionsEffective champions appear to leverage six key attributes to facilitate healthcare change efforts. Prospective evaluations of the interactions among champion attributes, context, and outcomes may further elucidate how champions exert their effects.

Dementia care in acute hospitals-A qualitative study on nurse managers' perceived challenges and solutions.

The aim of this study was to explore the perceived challenges of nurse managers when caring for patients with dementia in acute hospitals and identify possible solutions to address these challenges. Although dementia care in acute hospitals is suboptimal, few solutions have been identified. Multi-level factors need to be considered to promote changes in practice. Two focus groups were held with sixteen nurse managers responsible for eleven acute medical wards in Malta. Deductive qualitative analysis using an adapted version of McKinsey 7-S model was used as an a priori framework to categorize the perceived challenges and solutions. The nursing managers identified a number of organizational challenges that have a direct impact on the quality of care of patients with dementia. They also suggested a number of solutions such as realigning the hospital strategy, improving training and care coordination, redesigning the ward environment and changing leadership styles. This study highlight the complexity of improving dementia care in hospitals and continues to show that a system-wide approach is needed. Understanding the challenges and identifying possible solutions can help hospital staff provide better person-centred dementia care.

Analysis of the relationship between the psychological resilience of newly-served nurses and the change-oriented leadership behavior of head nurses

Objective To analyze the correlation between the psychological flexibility of newly recruited nurses and the change leadership behavior of head nurses, so as to guide nursing managers to strengthen management and improve the quality of nursing care of new nursing staff. Methods From May 2017 to April 2018, 80 new nursing staff were surveyed using the psychological resilience scale and the change leadership style, and their correlation was analyzed. Results According to the statistics, the total score of psychological reinforcement of new nursing staff was (2.74±0.52)points, the overall level was not high, and the head nurses' change leadership behavior and various dimension scores were positively correlated with the nursing staff's psychological elasticity score (r=0.240, P<0.05). Conclusion Nursing managers should give full play to the role of the head nurses' transformational leadership behavior, so as to act on the psychological flexibility of nursing staff and improve the overall level of care. Key words: New employment; Nursing staff; Psychological flexibility; Transformational leadership behavior; Vision incentives; Personalized care; Leadership charm

Two sides of the same coin? Leadership and organizational culture

PurposeResearchers have adopted a somewhat narrow conceptualization of organizational culture, founded on specific assumptions about the impact of founders or top leadership. The purpose of this paper is to address this research gap.Design/methodology/approachBased on 356 Chinese employees, this paper examines the relationships between organizational culture, leadership and employee outcomes. Specifically, the paper focuses on a mediation model by looking at how different leadership processes impact the relationship between culture and outcomes.FindingsSupportive and task leadership styles and a persuasive influence strategy are correlated with team, detail and innovation cultures, respectively, and are significantly stronger than that of other leadership styles/strategies. Partial support is found for the mediating effect of task and change leadership styles, and assertive and persuasive influence strategies. Contrary to the authors’ second assumption regarding the social learning effect on outcomes, the study provides a tentative conclusion that different culture types may have different levels of strength in molding middle management and consequently influencing subordinate outcomes. The model of “culture-leadership-outcome” generally shows a similar pattern with the reverse effect of “leadership-culture-outcome.”Originality/valueThis study was the first to examine the impact of organizational culture on leadership and their effect on organizational outcomes, and to compare the reverse relationship. It suggests a new model that combines social cognitive theory with concepts drawn from the social learning perspective. Both the significant and non-significant results enhance our understanding on the mediating effects of leadership and culture. The findings also enrich leadership theory because no empirical studies systematically examined the similarities and differences between style approaches and influence strategies.

CHANGE MANAGEMENT PROCESS AND LEADERSHIP STYLES

In today VUCA (Volatile, Uncertain, Complex and Ambiguous) world, every organization or institution is susceptible to change wave. Any organization that fails to positively respond to change will surely go to extinction. However for successful initiation and implementation of change initiatives, there is need for diligence and skillfulness from the part of organizational leaders especially those from Higher Education Institutions (HEIs). Several studies have confirmed that seventy percent of change initiatives fail and the failure has been largely attributed to leaders’ ineffectiveness in anchoring change programme. Through extensive analysis of findings of several case studies, failure to gradually institutionalize change initiatives and inappropriate leadership styles are found to be part of the reasons why change initiatives fail in Higher Education Institutions (HEIs). This paper therefore discusses change management process and leadership styles. Turning institutions to learning organization and adoption of transformational leadership style are recommended for effective change management process.

Shifting landscapes and earthquakes: Leading through ever-changing environments

Change is ubiquitous and never-ending, and ranges from small to systemic shifts in workplace environments. Despite numerous books, articles and tools designed to prepare professionals to manage change, it is well known that over half of change efforts fail. Rather than focusing on merely ‘managing change’, this paper takes a different perspective, that of teaching the reader to lead through change. By learning how to harness the power of CQ, or change intelligence, readers will discover that it is possible to employ one’s own change leadership style and that of team members to successfully traverse shifting landscapes, and even the earthquakes, that can occur in work environments.