Transformational Leadership And Readiness For Change ... research also aims to appraise the existing literature and eventually set the research agenda and.
Academic International Dialogue - AID Conference NACOSS 2016 Transformational Leadership And Readiness For Change In Educational Public Sector In Yemen: A Review And Research Agenda Presenter ALI NASSER AL-TAHITAH
Authors ALI NASSER AL-TAHITAH (USIM) MOHAMED MIHLAR ABDUL MUTHALIFF (USIM) MOHAMMED ABDULRAB (USIM)
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Agenda ❖ Abstract
❖ Study concepts ❖ Research background ❖ Problem statement and objectives
❖ Significance of Study ❖ Hypotheses ❖ Conceptual framework ❖ Conclusion
❖ References 16/11/2016
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Abstract Objective: aims to addressed the relationship between transformation leadership dimensions “Idealized influence, Individualized consideration, Inspirational motivation, and Intellectual stimulation” on readiness for change among employees of Education public sector in Yemen. The research also aims to appraise the existing literature and eventually set the research agenda and highlight for future studies in Yemen content. Methodology: Researcher focused on the latest studies have addressed the subject and select the results of those studies and reached an outline for building future studies concerned with this issue on the public sector. Findings : There were many studies revealed that there are relationships between transformational leadership and organizational readiness for change in deferent contents. Conclusion: This paper concludes suggestions for educational leaders to focus and to enhance the role of transformational leadership dimensions on the readiness for change in order to implement the successful change. 16/11/2016
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Study concepts Transformational Leadership Transformational leadership refers to the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. (Burns,1978)
Readiness for change Organizational readiness for change is a multi-level construct. Readiness can be more or less present at the individual, group, unit, department, or organizational level (Klein KJ, Kozlowski, 2000)
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Research background ➢ Nowadays, the contemporary world is coexist with many rapid changes, which became inevitable and requires us not to ignore it, but we have to recognize its existence. ➢ Organizational change has been rife with emphasizing that around more than, 70% of all organizational change initiatives were unsuccessful, (Bateh, Castaneda, & Farah, 2013; Decker et al., 2012; Higgs & Rowland, 2005; Kotter, 1996; Miller, 2001; Pellettiere, 2006; Strebel, 1996; Warrick, 2009).
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Cont… ➢ Many various studies in the literature have stated that the readiness for change has become of interest to a large number of researchers in a behavioral science. (Armenakis et al., 1993; Bouckenooghe et al., 2009). ➢ Yemen, as a context of this study, it is one of the developing countries which still suffer from many issues, especially in an educational management and administrative public sector. ➢ The educational organizations, which are in the centre of these changes, must keep up with all of the changes around us in today's world.
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Problem Statement ➢ Around 70% of all organizations, which implemented change initiatives have failed. The compelling reason which plays an important role in failed of change initiative was the unwillingness of employees toward change.
➢ Public organizations in Yemen suffer from the bureaucratic system in the administrative sector in general. ➢ There were numerous attempts by the government to begin a serious change in order to keep up with the rapid changes around us on the level of the Arab region and the world. Unfortunately, people was one of the problems that impede the process of change. ➢ A number of local and external studies reported the necessity to activate the organizational change seeking for better outcomes and improve performance.
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Cont… ➢ Unwillingness of change, resistance to change, lack of commitment to change by both leaders and employees are the main issues and obstacles that lead to failed change process.
➢ Lack of interest in knowing multiple leadership styles, especially the transformational leadership strategy, that will help directly in the achieving a successful change process. ➢ Through what has been discussed and follow-up in the previous studies, it has been shown the change readiness' factor was almost ignored in the Arab region and Yemen in particular. ➢ Finally, the researcher strives to study these important variables, which are the transformational leadership and employees readiness for change that become an inevitable issue.
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Significant of study ➢ This study can provide supports for the leaders and managers of departments in the organizations to implement a change process well. ➢ Since the education provided one of the fundamental foundations for development in any nation, this study was expected to contribute to the development of Yemen education public sector. ➢ This research also contributes to the body of knowledge regarding transformational leadership and readiness for change. ➢ The current research urges future studies on the importance of the readiness for change factor, which might almost devoid from any previous studies in the administrative area in Yemen. 16/11/2016
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Hypotheses • The study proposed the following hypotheses concerning the employees of Yemeni education’s public sector; • H 1; There is a significant relationship between transformational leadership and readiness for change. • H 1a : There is a positive relationship between transformational leadership dimension “Idealized influence” and readiness for change.
• H 1b: There is a positive relationship between transformational leadership dimension “Individualized consideration” and readiness for change
• H 1c: There is a positive relationship between transformational leadership dimension “Inspirational motivation” and readiness for change.
• H 1d: There is a positive relationship between transformational leadership dimension “Intellectual stimulation” and readiness for change.
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Conceptual framework
Transformational Leadership
Idealized influence Individualized consideration
Readiness for Change
Inspirational motivation
Intellectual stimulation
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results : As this study targeted (review and agenda) for specific points, up to now, several studies explored the relationship between transformational leadership and readiness for change, those studies emphasize that the organization's readiness for change was positively influenced by transformational leadership. such as (Allen, 2007; Caldwell, Chatman, O'Reilly III, Ormiston, & Lapiz, 2008; Griffith, 2010; Guerrero & Kim, 2013; Herold, Fedor, Caldwell, & Liu, 2008; Lutz Allen, Smith, & Da Silva, 2013; Lyons, Swindler, & Offner, 2009; MacKie, 2015; Mangundjaya, Utoyo, & Wulandari, 2015; Martin, 2016; Nordin, 2011, 2012; Santhidran, Chandran, & Borromeo, 2013; Saragih, 2015)
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Conclusion ➢ Overall, the present study provides insights into how transformational leadership dimensions affect the employee’s readiness for change. ➢ Since the change process in a mission statement of any organization which
plays an important role, the abilities of transformational leaders are effective to increase their followers' motivations. ➢ this research focuses on the public education sector in Yemen, which addressed some of the important issues facing the public administrative system. As well as it will guide Yemeni public sector’s employees on how to implementing change and provide leaders with clear insight into how they can generate a high level of readiness to change among employees. 16/11/2016
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References Bateh, J., M. E. Castaneda and J. E. Farah (2013). "Employee resistance to organizational change." International Journal of Management & Information Systems (Online) 17(2): 113. Decker, P., R. Durand, C. O. Mayfield, C. McCormack, D. Skinner and G. Perdue (2012). "Predicting implementation failure in organization change." Journal of Organizational Culture, Communication and Conflict 16(2): 29. Higgs, M. and D. Rowland (2005). "All changes great and small: Exploring approaches to change and its leadership." Journal of change management 5(2): 121-151. Kotter, J. P. (1996). Leading change, Harvard Business Press. Miller, D. (2001). "Successful change leaders: What makes them? What do they do that is different?" Journal of Change Management 2(4): 359-368. Pellettiere, V. (2006). "Organization Self-Assessment to Determine the Readiness and Risk for a Planned Change." Organization development journal. 24(4): 38-43.
Strebel, P. (1996). "Why do employees resist change?" Harvard Business Review 74(3). Warrick, D. (2009). "Developing organization change champions." OD Practitioner 41(1): 14-19. Armenakis, A. A., S. G. Harris and K. W. Mossholder (1993). "Creating readiness for organizational change." Human relations 46(6): 681-703. Bouckenooghe, D., G. Devos and H. Van den Broeck (2009). "Organizational change questionnaire–climate of change, processes, and readiness: Development of a new instrument." The Journal of psychology 143(6): 559-599. Avolio, B. J., B. M. Bass and D. I. Jung (1999). "Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership." Journal of occupational and organizational psychology 72(4): 441-462. Allen, S. L. (2007). "Transformational leadership, change readiness, and creativity." Caldwell, D. F., J. Chatman, C. A. O'Reilly III, M. Ormiston and M. Lapiz (2008). "Implementing strategic change in a health care system: The importance of leadership and change readiness." Health care management review 33(2): 124-133.
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• Griffith, S. D. (2010). Transformational leadership and change readiness using assessments for near-term prescriptive organizational intervention, Indiana Wesleyan University. • Guerrero, E. G. and A. Kim (2013). "Organizational structure, leadership and readiness for change and the implementation of organizational cultural competence in addiction health services." Evaluation and program planning 40: 74-81. • Herold, D. M., D. B. Fedor, S. Caldwell and Y. Liu (2008). "The effects of transformational and change leadership on employees' commitment to a change: a multilevel study." Journal of Applied Psychology 93(2): 346. • Lutz Allen, S., J. E. Smith and N. Da Silva (2013). "Leadership style in relation to organizational change and organizational creativity: Perceptions from nonprofit organizational members." Nonprofit Management and Leadership 24(1): 23-42. • Lyons, J. B., S. D. Swindler and A. Offner (2009). "The impact of leadership on change readiness in the US military." Journal of Change Management 9(4): 459-475. • MacKie, D. (2015). "The effects of coachee readiness and core self-evaluations on leadership coaching outcomes: a controlled trial." Coaching: An International Journal of Theory, Research and Practice 8(2): 120-136. • Mangundjaya, W. L., D. B. Utoyo and P. Wulandari (2015). "The Role of Leadership and Employee's Condition on Reaction to Organizational Change." Procedia-Social and Behavioral Sciences 172: 471-478. • Martin, J. (2016). "Perceptions of Transformational Leadership in Academic Libraries." Journal of Library Administration 56(3): 266-284. • Nordin, N. (2011). "The influence of emotional intelligence, leadership behaviour and organizational commitment on organizational readiness for change in higher learning institution." Procedia-Social and Behavioral Sciences 29: 129-138. • Nordin, N. (2012). "The influence of leadership behavior and organizational commitment on organizational readiness for change in a higher learning institution." Asia Pacific Education Review 13(2): 239-249. • Santhidran, S., V. Chandran and J. Borromeo (2013). "Enabling organizational change–leadership, commitment to change and the mediating role of change readiness." Journal of business economics and management 14(2): 348-363. • Saragih, E. H. (2015). "Individual Attributes of Change Readiness: A Case Study at Indonesia State-owned Railway Company." Procedia-Social and Behavioral Sciences 172: 34-41.
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TheEnd Thank you 16 NOV 2016 16/11/2016
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