Change-oriented Leadership Research Articles

Leadership Behaviors and Leader Effectiveness: The Mediating Role of Cultural Intelligence

The aim of this study is to examine the mediating role of cultural intelligence in the relationship between leadership behaviors and leadership effectiveness. A quantitative approach was adopted to test the hypotheses, and data were collected through surveys from 410 employees working in four- and five-star hotels in Istanbul. The analysis of the obtained data was conducted using Structural Equation Modeling (SEM), regression analysis, and the PROCESS macro. The results of the analysis revealed that cultural intelligence has a mediating effect on the relationships between task-oriented leadership behaviors and leadership effectiveness, relationship-oriented leadership behaviors and leadership effectiveness, and change-oriented leadership behaviors and leadership effectiveness. In the globalized world, cultural diversity in businesses is increasing, which is especially pronounced in the hospitality industry. The fact that guests come from different cultural backgrounds further highlights the importance of leaders’ cultural awareness and cultural intelligence. As a result, both academics and managers attach great importance to this issue. However, there are still significant gaps in understanding the relationship between cultural intelligence and leadership. In this context, the study aims to contribute to the literature on leadership and cultural intelligence.

The Effects of Psychological Empowerment and Innovative Behavior on the Relationship between Change-oriented Leadership and Task Performance

The Effects of Psychological Empowerment and Innovative Behavior on the Relationship between Change-oriented Leadership and Task Performance

Change-oriented Leadership in the Context of Transitioning to Strategic Autonomy

Growing geopolitical tensions have transformed the business landscape , driving domestic firms toward an era of strategic independence (Yale School of Management, 2024). This research examines a well-known Eastern European consulting firm that, after transitioning to an independent entity, was confronted with a new personnel assessment system. This shift necessitates a comprehensive understanding of employee readiness and resistance — fundamental concepts in change management literature (Armenakis et al., 1993). Our study incorporated quantitative methods to divide employees according to their readiness for the new system (k-means clustering, factor analysis, and discriminant analysis). At the same time, it employed qualitative research methods to explore motives and attitudes behind employee resistance or readiness (Choi & Ruona, 2011). Based on their adaptability to the new system, we identified three distinct clusters of employees: “Active Supporters,” “Cautious Appraisers,” and “Conservative Skeptics,” allowing us to pinpoint specific non-readiness factors and formulate tailored strategies to address them. The findings suggest that emotional involvement, openness to change, and previous experiences with similar practices significantly influence employee readiness. To mitigate these issues, the paper proposes a strategy rooted in psychological safety and differentiated error management, as advocated by Edmondson (2023), to enhance the organization's learning capability and adaptability. Our results align with previous research indicating that stronger attitudes, often based on personal experience, significantly predict behavior (Eagly & Chaiken, 1993). We found that the initial uncertainty of organizational changes served as a major stressor, underscoring the importance of understanding and conceptualizing changes (Kramer, 2015). Unlike Schwartz (1994), the value orientation of “Tradition” did not exert significant influence, but values of “Autonomy,” “Stimulation,” “Achievement” (consistent with Sortheix & Lönnqvist, 2014), “Hedonism,” and “Power” positively impacted employee openness to changes. The implications of this study extend to other Eastern European companies undergoing similar transitions, providing guidance on how change can be managed effectively in the context of transitioning to strategic autonomy.

Interactive effects of AI awareness and change-oriented leadership on employee-AI collaboration: The role of approach and avoidance motivation

AI application has been met with great concern in the hospitality field given its efficacy enhancement but threats to employee tasks and jobs. This study investigates the interactive impacts between AI awareness and change-oriented leadership on hospitality employees' protective behaviors, including whether and how the interactions influence employees’ collaboration with AI. A two-wave survey of hotel employees and an experiment of potential hotel practitioners were conducted with 478 and 252 valid respondents respectively. Empirical results show how the interactions predicted employee-AI collaboration via the two motivation types of approach and avoidance, as per protection motivation theory (PMT). The results offer change-oriented leadership as a coping strategy for employees to overcome perceived AI threats and engage in active collaboration with AI. In addition, the study reveals the positive role of AI awareness in embracing change and discusses the theoretical contributions and practical implications of AI-adopted hospitality.

Winter is coming: An investigation of vigilant leadership, antecedents, and outcomes.

Within the hierarchical taxonomy of effective leadership, change-oriented leadership stands as a distinct and meaningful metacategory, primarily focusing on promoting change by communicating a compelling vision for the future. However, we consider whether there might be room to broaden the scope of change-oriented leadership by examining more negative-focused leadership behaviors. In this article, we explore the concept of vigilant leadership, which we suggest could be a change-oriented and negative-focused leadership style, and investigate its usefulness as a new leadership construct. In Study 1, we take preliminary steps toward developing a measure of vigilant leadership, employing content adequacy assessment and item response theory analysis. Drawing on the integrative trait-behavioral model of leadership effectiveness (DeRue et al., 2011), we further explore how vigilant leadership is associated with an array of antecedents (i.e., leader characteristics) and leadership outcomes. In Studies 2a and 2b, we present initial findings that leaders high on consideration of future consequences, prevention focus, general self-efficacy, and emotional intelligence might be more inclined to exhibit vigilant leadership. In Study 3, our results suggest that, even after controlling for the effect of visionary leadership (a type of positive-focused change-oriented leadership), vigilant leadership is positively related to follower felt responsibility for change, proactivity, specific proactive work behaviors (taking charge, voice, and problem prevention), teamwork proactivity, and teamwork proficiency. However, it does not seem to relate to follower proficiency, follower adaptivity, teamwork adaptivity, organizational citizenship behavior, positive affect toward the leader, leader-member exchange, or relational identification with the leader. With these preliminary findings, we encourage further discussion and investigation into the potential implications of this emerging construct. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The Whole Picture of Female Nurse Faculty Leaders: A Systematic Review of Qualitative Studies

Background: Gender stereotypes influence women and men who work as nurses. In education setting, the dominance of female nurses has been challenging given their respective roles in management and leadership, both professionally and personally.Objective: To explore the experience and synthesise available literature on female nurse leaders in the academic settings.Methods: Systematic review of qualitative study on any type of qualitative from academic database: ProQuest, PubMed, CINAHL, and MEDLINE was conducted. Starting from 1st January 1990 to 31 December 2021. The criteria; freely accessible, complete in terms of content, authored, published in the English language, and combination of keywords including nurse, nursing, faculty, dean, head, and director were applied. The review was reported following PRISMA format. The studies included were assessed using the Critical Appraisal Skills Program tool (CASP) 2017.Results: The screening process resulted in the selection of fourteen (14) studies from the USA, Canada, UK, and Australia that used a range of qualitative methodologies, including descriptive explorative, phenomenology, grounded theory, feminist research, case studies, and a number of data collection techniques, including open-surveys, interviews, field notes, campus observations, document analysis, and analytic memos. Thematic analyses were applied and yielded six main themes: dealing with power imbalance and gender discrimination; addressing problems related to people; disruption in fulfilling leadership roles; leadership personalities; people-oriented leadership quality; and change-oriented leadership quality.Conclusion: Female faculty leaders in nursing reported a variety of personal and professional challenges. The existing literature scarcely captured the gender-specific challenges encountered, including gender stereotyping, and struggle to balance their personal and professional life. Therefore, it is crucial that nurses provide chances for the following leaders in order to enhance nursing education, support the process of leadership regeneration, and develop the profession.

Pengaruh Iklim Kerja Dan Kepemimpinan Berorientasi Perubahan Terhadap Loyalitas Kerja Pegawai PT Anugerah Cipta Karyatama Medan

The aim of the research is to determine the influence of work climate and change-oriented leadership on employee loyalty at PT Anugerah Cipta Karya Tama Medan.
 This research was carried out at PT Anugerah Cipta Karya Tama Medan with a population and sample of 52 employees. This research instrument is a questionnaire with a Likert scale model. Requirements tests are carried out to test normality. The data analysis technique used is the Multiple Regression technique at a significance level of a = 0.05.
 The results of this research show that the Work Climate has a significant and influential effect on Employee Loyalty at PT Anugerah Cipta Karya Tama. The calculated t is greater than the t table (2.434 ˃ 1.67655) with a significant value of 0.019. Meanwhile, Oriented Leadership has a significant influence on Employee Loyalty at PT Anugerah Cipta Karya Tama with a calculated t value greater than the t table (5.210 ˃ 1.67655) with a significant value of 0.0000. Based on the SPSS output, it is known that the R squared value is 0.443, meaning that the variance of the Loyalty variable can be explained by the Work Climate and Leadership variables of 44.3 percent, while the remaining 55.7 percent is explained by other variables not included in this model. In another sense, there are still other independent variables that influence Loyalty.

Change-Oriented Leadership and Frugal Innovations: A Moderated Mediation Model of Readiness to Change and Learning Goal Orientation

Purpose - Whether or not organizations can produce fugal innovations depends on the people involved in the innovation process. This paper aims to investigate whether leaders could influence their subordinates' change readiness by employing a leadership style called “change-oriented leadership” and what role is played by the learning goal orientation of individuals for frugal innovations. Study Design/Methodology/Approach - The researchers of this study use the temporal separation method, and data was collected in two phases at one-month intervals with a sample of 313 permanent employees working in the pharmaceutical and textile sectors. Findings - The researchers of this study found that change-oriented leaders significantly increase frugal innovations. This effect is mediated by employees' self-reported change readiness and moderated by their learning goal orientation. Our results demonstrate that leaders substantially influence the degree of change readiness for organizations to develop frugal innovations. Our study also highlights that if people have a learning goal orientation, their change readiness is not fixed but can be altered by their social environment, especially by organizational leaders. Research Limitations- Developing economies are facing the challenges of higher costs which stress that how organizations can reduce it, and the idea of frugal innovation is one of them. For that purpose, from the organizational point of view, there is a need for a learning environment that provides a platform for individual and team learning and critical thinking which may lead to better implementation of frugal innovation. Further, from the individual level perspective self-efficacy (creative, change, and occupational) may help the employees to take initiative for the achievement of organizational goals (i.e., frugal innovation). Implications-This study has implications for current theories about frugal innovations, which view people’s lack of change readiness as a significant impediment. Also, these implications have for current theories about change-oriented leadership, which we expand to the societally important realm of frugal innovations. Originality/Novelty- Our findings guide organizations and policymakers who want to enable frugal innovations to ensure the competitiveness of their organizations and the growth of economies, especially in developing countries.

Leadership effectiveness through coaching: Authentic and change-oriented leadership.

There has been an increasing shift towards individually owned leader development programs within organizations. Whilst leadership coaching is one of these and is gaining in popularity, the mechanisms of its effect remain poorly understood. We develop and investigate a model in which leadership coaching enhances leader effectiveness through coaching's positive effect on authentic and change-oriented leadership behaviours as well as self-efficacy. To assess the model, multi-source data were collected for organizational leaders (N = 70) pre- and post-coaching. To investigate mechanisms of coaching's effect, relations between latent change scores were assessed in structural equation modelling using partial least squares indicating that after accounting for base-line scores, coaching-related increases in authentic leadership behaviour has the largest total effect on leadership effectiveness.

Reducing Resistance to Organizational Change by Promoting Change Leadership: A Study of The MBKM Curriculum Implementation in Higher Educational Institutions

The purpose of this study is to investigate how change information affects resistance to organizational change in the context of MBKM Curriculum implementation. We also examine the moderating role of change leadership on the effect of change information on resistance to change in the MBKM Curriculum implementation. The population of this research is all lecturers in Indonesia. The number of samples used was 156 obtained by random sampling technique. Data processing was carried out using the SEM-PLS methode by the Warp-PLS 6.0 application. The results show that change information has a negative effect on resistance to changes in the MBKM Curriculum. Change leadership also has a negative moderating role in the relationship between change information and resistance to changes in the MBKM Curriculum. The results of this study enrich the literature on organizational change management in particular by clarifying the antecedents of resistance to organizational change, namely change information. This research shows the importance of higher education institutional leaders to implement change-oriented leadership in overseeing the implementation of changes to the MBKM Curriculum.

An Examination of the Relationship between Nurses Perceived Leadership Behaviors in their Managers and Their Attitudes to Change

Purpose –The purpose of this study is to examine the connection between manager nurse's leadership styles and employees' attitudes toward change.Design/methodology/approach –This research was conducted with structural equation model, which is one of the quantitative research methods.The study conducted with 222 nurses working in three state hospitals in two towns in the south of Turkey.Data were collected using the Leadership Behavior Questionnaire and the Attitude towards Change Scale.Statistical analyses of the data were performed using SPSS Statistics Base version 23. The correlation between the Leadership Behavior Questionnaire and Attitude to Change Scale was analyzed using Pearson (r) correlation analysis. For structural equation modeling (SEM) analysis and testing research hypotheses AMOS 21 program was used.Findings –Nurses' perceived leadership score averages were found to be highest in the "Task Oriented Leadership" sub-dimension and the lowest in the "Employee Oriented Leadership" sub-dimension. It was determined that the average score of the nurses' attitude towards change was positive.All leadership styles explained the results of change in a positive and meaningful way through the management style in change.Discussion –In the study, nurses' perception of their managers as more business-oriented leaders and lower mean score for employee and change-oriented leadership revealed the need to develop employee and change-oriented leadership skills of manager nurses.The results of the research show that the results of change will be more efficient if nurse managers create institutional policies and strategies for change.However, since nurses have resistance to change, it is important to develop knowledge, skills and attitudes for managers to cope with these resistances.

Local government managers’ change-oriented leadership and employees’ change-supportive behaviour during COVID-19: utilizing the theory of planned behaviour

ABSTRACT Past research has provided important insights on the role of public leaders in fostering employees’ change-related behaviour, but the psychological mechanisms and boundary conditions underlying this relationship remain unclear. This research relies on the theory of planned behaviour and the value-congruence model to shed light on when and how local government managers’ change-oriented leadership influences employees’ change-supportive behaviour during the COVID-19 pandemic. Based on survey data collected from 758 local government employees in Thailand, our structural equation modelling analyses revealed that local government managers’ change-oriented leadership had a positive relationship with employees’ change-supportive behaviour via the mediating roles of employees’ attitude for change, perceived climate for change and self-efficacy for change. Furthermore, perceived value congruence between managers and employees was found to enhance the indirect relationship between change-oriented leadership and change-supportive behaviour. This research highlights the importance of change-oriented leadership and value alignment in fostering change-related behaviours among government employees.

Do leadership behaviours, work environments and the health of managers in Sweden and outside Sweden differ?—a study of a large international mining company

The mining industry faces specific challenges related to the working conditions and safety of employees. Studies indicate that the leadership behaviours, working conditions and health of managers are of importance for the working conditions and health of subordinates. Therefore, the aim here is to study these factors in a large international mining company with its head office in Sweden. The specific focus is on identifying similarities and differences that may exist between managers in Sweden and managers outside Sweden. An online survey with validated questions has been distributed to all managers in the company. The main findings are that both managers in and outside of Sweden report relatively high values regarding relation-, structure- and change-oriented leadership behaviours. In addition, managers also rated HEL (healthy and effective leadership) behaviours with relatively high values. The managers in Sweden rate relation orientation with the highest value and the managers outside Sweden rate structure orientation with the highest value. These differences have been confirmed by a regression analysis that identified significant associations between the group of managers based outside Sweden and higher structure orientated leadership behaviours. Both manager groups rate relatively high values regarding job satisfaction and self-rated health. However, they rate relatively high work demand values. The main conclusions are that there are different patterns in leadership behaviours between these two manager groups that can be related to cross-culture factors. Further investigation of the reasons for these differences is important in this industrial sector.

Relationships between leadership behaviour of nurse managers and nurses' levels of job satisfaction and compassion fatigue during the COVID-19 pandemic.

To reveal the relationships between the leadership behaviour of nurse managers and nurses' levels of job satisfaction and compassion fatigue during the COVID-19 pandemic. This descriptive and cross-sectional study was performed with 353 nurse professionals participating from 32 cities across Turkey. The data were collected online between August and November 2020 by using the introductory information form, Minnesota Satisfaction Questionnaire, Leadership Behaviour Questionnaire and Compassion Fatigue subdimension of the Professional Quality of Life Scale. The Strengthening the Reporting of Observational Studies in Epidemiology (STROBE) guidelines were followed in the study. Nurses mostly stated their managers as employee-oriented and change-oriented leaders. Nurses' intrinsic and overall satisfaction was high, extrinsic satisfaction was low and their compassion fatigue was at a critical level during the pandemic. According to nurses' personal and professional characteristics, there were significant differences in job satisfaction, compassion fatigue and change-oriented leadership scores. When nurse managers exhibit employee-oriented leadership behaviour, nurses' compassion fatigue decreases and job satisfaction increases.

A Multilevel Study of Change-Oriented Leadership and Commitment: The Moderating Effect of Group Emotional Contagion.

The purpose of this study is to explore the effects of change-oriented leadership on employee change commitment, and the underlying cross-level mediating and moderating effects. Multilevel analysis of data from 583 respondents in 55 major manufacturing firms in China from 2021, reveals that change-oriented leadership explains the significant variance in change commitment. Based on Emotions as Social Information Theory and Social Exchange Theory, this study investigates the relationship between change-oriented leadership and change commitment fully mediated by emotion regulation. This study also confirms that positive group emotional contagion has moderating effects on the relationship between change-oriented leadership and emotion regulation. In addition, negative group emotional contagion has moderating effects on the relationship between emotion regulation and change commitment. Furthermore, the moderated mediation of negative group emotional contagion is identified. This study makes a unique contribution through its multilevel approach to examining the relationship between leadership, emotion, and commitment during organizational change.

The Relationship between Leadership Behaviour and Firm Performance in the Ready-Made Garments Industries of Bangladesh

This research examined the relationship between leaders' behaviour, emotional intelligence, competitive advantage, firm strategy and performance. The three-factor model of leadership behaviour linking competitive advantage and firm performance is a unique model tested in this research. This study is also one of the first attempts which survey 400 leaders from Bangladeshi companies to test this model in a developing country. Quantitative analyses revealed that relation-oriented behaviour significantly relates to firm performance through competitive advantage. The task and change-oriented leadership behaviours revealed a weaker version of the same association trend. The research also showed that emotional intelligence moderated the relationship between leader behaviours and competitive advantage, and firm strategy moderated the relationship between competitive advantage and firm performance. Results favoured a three-factor model that included change-oriented behaviour as the extension of the classic two-factor leadership behaviour model. This information will benefit organisations in several ways. Theoretically, it will fill the gap existing in the leadership literature. Practically, it will provide current leaders with the understanding required to enhance their leadership behaviour and use it to increase firm performance. Most importantly, firms may use these findings to design professional leadership training, improve employees' emotional intelligence, prepare future leaders, and sustain competitive advantage.

How line-manager leadership styles and employee-perceived HRM practices contribute to employee performance: a configurational perspective

PurposeThis paper aims to carry out a study on the combined effects of leadership styles and human resource management (HRM) practices on employee performance. Based on configurational theory, this study integrates task-oriented leadership, relations-oriented leadership, change-oriented leadership and human resource hygiene practices (HRHPs) and human resource motivation practices (HRMPs) to detect distinct configurations of leadership styles and HRM practices that may lead to high and not-high employee performance.Design/methodology/approachFuzzy-set qualitative comparative analysis (fsQCA) was adopted to identify the configurations of conditions associated with the outcome, with data obtained from 108 employees and 32 line-managers in China through structured interview and questionnaire survey.FindingsThe results show that there are five sufficient configurations for the presence of high employee performance and three for performance's absence. Relation-oriented leadership, HRMPs and enterprise property are more important conditions to employee performance than others. Furthermore, no single condition constitutes a necessary condition for causing the high or not-high employee performance.Originality/valueCompared to previous studies that mainly focused on linear relationships, this study applies the fsQCA method to explore how matching different leadership styles and HRM practices could bring about high and not-high employee performance, which provides evidence for the three propositions of “multiple conjunctural causation,” “equifinality” and “asymmetry.”

Role of leadership in the digitalisation of manufacturing organisations

PurposeThis study examines the moderating role of leadership behaviours on the relationship between Industry 4.0 (I4.0) maturity and operational performance in manufacturers.Design/methodology/approachFor that, 189 leaders from manufacturing organisations located in India and Brazil that are undergoing I4.0 implementation were surveyed. The collected data was analysed using multivariate data techniques, which allowed to verify the validity of our research hypotheses. This study was grounded on the concepts from the socio-technical systems (STS) theory.FindingsThe findings indicated that task-oriented leadership behaviours positively moderate the relationship between technologies for digitalisation and operational performance. A similar effect was found for the interaction between change-oriented leadership behaviours and strategy for digitalisation. In turn, the moderating effects of relations-oriented and change-oriented leadership behaviours were negative when considering the I4.0 maturity dimensions of employee and culture for digitalisation and technology for digitalisation, respectively.Originality/valueThis study offers arguments to better understand the role of leaders' behaviours in the digitalisation of organisations. Changing behaviours is usually a long-term and time-consuming activity. The identification of the leadership behaviours that are more likely to support digitalisation allows companies to anticipate potential issues and prioritise efforts to assertively develop leaders.

Moderating role of team sensemaking between the relationship of change-oriented leadership behaviours and project team performance

Moderating role of team sensemaking between the relationship of change-oriented leadership behaviours and project team performance

“Things have to change!” How and when change-oriented leaders and idea championing employees can address organizational underperformance through performance pressures

PurposeThis study investigates how and when employees' exposure to organizational leaders who propose major changes might direct those employees toward efforts to mobilize support for innovative ideas. It specifically theorizes a mediating role of performance pressure beliefs and a moderating role of perceived organizational underperformance in this process.Design/methodology/approachThree-wave, multi-rater survey data were collected among employees and their supervisors across various industries.FindingsA critical explanatory mechanism that links change-oriented leadership with enhanced championing efforts is that employees experience performance-related hardships. The extent to which employees perceive that their organization is unable to meet its own performance targets triggers this process.Practical implicationsFor organizational decision makers, the findings identify results-driven pressures as key mechanisms by which employees' exposures to change-oriented leadership can be leveraged to promote novel ideas. This translation is more likely among employees who are convinced that there is significant room for organizational improvement.Originality/valueThis study unravels the previously unexplored link between change-oriented leadership and idea championing, pinpointing the influences of two performance-related aspects: beliefs about strenuous organization-induced performance expectations and perceptions of an underperforming employer.