1.png)
THE ROLE OF TRANSFORMATIONAL LEADERSHIP IN ORGANIZATIONAL CHANGE
Abstract
This study aims to determine the role of transformational leadership in organizational change. This study uses a literature review method from various previous research results that have been published. The results showed that transformational leadership has a positive and significant effect on the success of organizational change. In organizational change, transformational leaders act as motivators, directors, role models, and active participants in organizational change
Keywords
Full Text:
PDFReferences
Akbar & S. Tirtoprojo. (2021). An Analysis of the Influence of Transformational Leadership and Organizational Commitments on Change Readiness. Mod. Manag. Rev., vol. 26, no. 2, hal. 7–15, 2021, doi: 10.7862/rz.2021.mmr.07.
Al-Ali, A.A, et al.. (2017). Change management through leadership: the mediating role of organizational culture. International Journal of Organizational Analysis, Vol. 25(No.4), 723–739. https://doi.org/doi: 10.1108/IJOA-01-2017-1117.
Bass, B.M. (1985). Leadership and Performance Beyond Expectations. Free Press.
Bass, B. M. (1990). Two decades of research and development in transformational eadership. European Journal of Work and Organizational Psychology, 8(1), 9–32, 1999.
Busari, A.H., et al. (2020). Mughal, Transformational leadership style, followership, and factors of employees ’ reactions towards organizational change. vol. 14, no. 2, hal. 181–209, 2020, doi: 10.1108/JABS-03-2018-0083.
Cao, T.T., & P. B. Le. (2021). Impacts of transformational leadership on organizational change capability: a two-path mediating role of trust in leadership,” Eur. J. Manag. Bus. Econ., 2022, doi: 10.1108/EJMBE- 06-2021-0180.
Chou, P. (2015). Transformational Leadership and Employee’s Behavioral Support for Organizational Change. vol. 7, no. 3, hal. 110–123.
Cooper, H. (2010). Sintesis Penelitian dan Meta-Analisis: Pendekatan Langkah-Demi-Langkah (edisi ke-4). Sage.
Elsan Mansaray, H. (2019). The Role of Leadership Style in Organisational Change Management: A Literature Review. Journal of Human Resource Management, 7(1), 18. From: ttps://doi.org/10.11648/j.jhrm.20190701.13
Faupel, S & S. Süß. (2019). The Effect of Transformational Leadership on Employees During Organizational Change–An Empirical Analysis. Journal of Change Management, 19(3), 145–166, 2019. From: https://doi.org/10.1080/14697017.2018.1447006.
G. Y. Kozcu & Ö. N. T. Özmen. (2021). Effects of Transformational Leadership on Organizational Change,” vol. 10, hal. 15–25, 2021, [Daring]. From: http://www.dergipark.org.tr/gumusgjebs.
GV.C. Ganta & J.K.Manukonda. (2017). "eading the Change in Organizations. International Journal of Research in IT and Management (IJRIM. From: http://euroasiapub.org Vol. 7, Issue 1, 73- 81, 2017.
Harb, B & D. Sidani. (2019). Transformational leadership for organizational change in the Lebanese public sector. Problems and Perspectives in Management, 17(2), 205–216, 2019. https://doi.org/10.21511/ppm.17(2).2019.15.
Higgs, M & D. Rowland, (2001). Developing change leaders: Assessing the impact of a development programme. Journal of Change Management, 2(1), 47–64, 2001, https://doi.org/10.1080/714042485.
H. Lei, T. T. N., & Le, P. B. (2019). How knowledge sharing connects interpersonal trust and innovation capability: The moderating effect of leadership support. Chinese Management Studies, 13((2)), 276–298.
Heather, S. (2011). Six Roles of A Leader During Change. October, 6.
Herold, D.M, et.al. (2008). The Effects of Transformational and Change Leadership on Employees' Commitment to a Change: A Multilevel Study. J Appl Psychol. 2008 Mar; 93(2):346-57. doi: 10.1037/0021-9010.93.2.346.PMID: 18361637.
Higgs, M., & Rowland, D. (2001). Developing change leaders: Assessing the impact of a development programme. Journal of Change Management, 2(1), 47–64. Form: https://doi.org/10.1080/ 714042485.
Hussain, S.T., er al. (2021). Transformational leadership and organizational change examining the mediational approach of knowledge sharing. International Journal of Asian Business and Information Management, 12(2), 84–95. 2021. From: https://doi.org/ 10.4018/IJABIM.20210401.oa5.
Islam, M. N. et.al. (2021). Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change. Asia Pacific Manag. Rev., vol. 26, no. 2, hal. 95–102, 2021, doi: 10.1016/j.apmrv.2020.09.002.
J.K.Manukonda, & Ganta, G. C. (2017). Leading the Change in Organizations. International Journal of Research in IT and Management (IJRIM), 7(1), 73–81. http://euroasiapub.org.
Jaskyte, K. (2003). Assessing Changes in Employees’ perceptions of Leadership Behavior, Job Design, and Organizational Arrangements and Their Job Satisfaction and Commitment. Administration in Social Work, 27, 25–39. From https://doi.org/doi:10.1300/J147v27n04_03.
J. Rood. (2006). Leadership in Early Chilhood. (Imron Arifin, Trans). Allen & Unwir.
Judge, W. Q. (2011). Building Organizational Capacity for Change: The leader’s New Mandate. Business Expert Press.
Kotter, J. P., & D.S, C. (2012). The Heart of Change: Real-Life Stories of How People Change Their Organizations. Harvard Business Press.
Kozcu, G. Y. & Ö. N. T. Özmen (2021). Effects of Transformational Leadership on Organizational Change. vol. 10, hal. 15–25, 2021, [Daring]. From: http://www.dergipark.org.tr/gumusgjebs.
Lei, H., M, K., & B, L. P. (2021). Fostering exploitative and exploratory innovation through HRM practices and knowledge management capability: the moderating effect of knowledge-centered culture. Journal of Knowledge Management, 57((3)), 369–397. https://doi.org/10.1108/JKM-07-2020-0505.
Lei, H., M. Khamkhoutlavong, and & P. B, Le. (2021). Fostering exploitative and exploratory innovation through HRM practices and knowledge management capability: the moderating effect of knowledge-centered culture. Journal of Knowledge Management (In press), 57 (3) 369-397, 2021, https://doi.org/10.1108/JKM-07-2020-0505.
Nadler, D.A & M.B. Nadler. (1998). Champions of Change: How Ceos and Their Companies are Mastering The Skills of Radical Change. Jossey-Bass,
Nguyen, M.A.T., H. Lei, K. D. Vu, & Le, and P. B Le. (2018). The role of cognitive proximity on supply chain collaboration for radical and incremental innovation: a study of a transition economy. Journal of Business & Industrial Marketing, 34(3), 591-604, 2018. From: https://doi.org/10.1108/JBIM-07-2017-0163.
Lei, H., T. T. Nguyen, & P.B. Le. (2019). How knowledge sharing connects interpersonal trust and innovation capability: The moderating effect of leadership support. Chinese Management Studies, 13(2), 276-298, 2019, https://doi.org/10.1108/ CMS-06-2018-0554.
Lei, H., L. Leaungkhamma & P. B. Le. (2020). How transformational leadership facilitates innovation capability: the mediating role of employees’ psychological capital. Leadersh. Organ. Dev. J., vol. 41, no. 4, hal. 481–499, 2020, doi: 10.1108/LODJ-06-2019-0245.
Mansaray, H.E. (2019). The Role of Leadership Style in Organisational Change Management: A Literature Review. Journal of Human Resource Management, 7(1), 18. 2019. From: https://doi.org/10.11648/j.jhrm.20190701.13.
Matejić, I., M. Ćurčić, & R. Kostić. (2021). Transformational Leadership in The Service of Organizational Changes. Journal of Process Management and New Technologies, www.japmnt.com ISSN: 2334-735X (Print) ISSN: 2334-7449 (Online) Vol. 9, Issue 3-4, 2021, 69-77, 2021.
Nadler D A, & Nadler, M. B. (2011). Champions of Change: How Ceos and Their Companies are Mastering The Skills of Radical Change. Jossey-Bass.
Pike, B. (2017). Mergers: What ethical leaders can do to help ensure success. The Siegel Institute Journal of Applied Ethics, 4((1)), 1–26.
Peng, J et al., (2021). Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis. J. Appl. Behav. Sci., vol. 57, no. 3, hal. 369– 397, 2021, doi: 10.1177/0021886320920366.
Putri, S.A, et al. (2020). The Importance of a Transformational Leadership. Journal Leadersh. Organ., vol. 2, no. 1, 49–56, 2020. From: https://jurnal.ugm.ac.id/leadership.
Robbins, S.P. (2002). Organizational Behavior. Prentice Hall.
Sahu, S & A.D. Pathhardikar. (2007). Managing Organisational Change: Issues and Challenges. Shree Pub.
Schell, W.J.. (2019). Leadership and change management. Traffic Safety Culture: Definition, Foundation, and Application, 191–218, 2019. From: https://doi.org/10.4324/9781315591766-8.
Smollan, R.K. (2012). Trust in Change Managers: The Role of Affect. Journal of Organizational Change Management 26(4): 725-747, 2013, doi:10.1108/JOCM-May-2012-0070.
S. Penava & D. Šehić. (2014). The Relevance of Transformational Leadership in Shaping Employee Attitudes Towards Organisational Change. Economic Annals, Volume LIX, No. 200 / January – March 2014 UDC: 3.33 ISSN: 0013-3264, doi: 10.2298/EKA1400131P.
Stagl, Heather (2011) - Six Roles of A Leader During Change October 6, 2011.
T, N. M. A., H. Lei, K. D., Vu, L., & Le, P. B. (2018). The role of cognitive proximity on supply chain collaboration for radical and incremental innovation: a study of a transition economy. Journal of Business & Industrial Marketing, 34((3)), 591–604. https://doi.org/10.1108/JBIM-07-2017-0163.
Yasir, M., et al. (2016). Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity: Evidence From Non-Profit Organizations. SAGE Open, vol. 6, no. 4, 2016, doi: 10.1177/2158244016675396.
Zaman, U., R. D. Nadeem, & S. Nawaz. (2020). Cross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation. Cogent Bus. Manag., vol. 7, no. 1, 2020, doi: 10.1080/23311975.2020.1727681.
DOI: http://dx.doi.org/10.17977/um043v4i2p%25p
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
.
