Followership moderation between the relationship of transactional leadership style and employees reactions towards organizational change

Khan, S. N.; Busari, A. H.; Abdullah, S. M.; Mughal, Y. H.

doi:10.17512/pjms.2018.17.1.11

Artykuł - szczegóły

Tytuł artykułu

Followership moderation between the relationship of transactional leadership style and employees reactions towards organizational change

Autorzy

Khan S. N. , Busari A. H. , Abdullah S. M. , Mughal Y. H.

Treść / Zawartość

Pełne teksty:

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Identyfikatory

DOI

10.17512/pjms.2018.17.1.11

Warianty tytułu

Umiar w podążaniu za przywódcą pomiędzy relacjami transakcyjnego stylu przywództwa a reakcjami pracowników w kierunku zmiany organizacyjnej

Języki publikacji

Abstrakty

The purpose of the present study is to analyze the relationship between transactional leadership style and factors of employees’ reactions towards organizational change in the telecommunication companies of Pakistan. Furthermore, to understand the importance of followership this study has also incorporated followership as a moderating variable. Quantitative methodology is applied to investigate the underline relationships. The Pearson correlation results have identified that transactional leadership is positively related to all three factors (frequency of change, trust in management, and employees’ participation) of employees’ reactions towards change. The moderation results further clarify that followership significantly moderates the relationship between transactional leadership style, frequency of change and employees participation. However, there is no moderation effect found between transactional leadership style and trust in management.

Celem niniejszego badania jest analiza związku między stylem przywództwa transakcyjnego a czynnikami reakcji pracowników na zmiany organizacyjne w przedsiębiorstwach telekomunikacyjnych w Pakistanie. Ponadto, aby zrozumieć znaczenie podążania za przywódcą, zostało ono włączone jako zmienna moderująca. W celu zbadania istniejących zależności, zastosowana została metodologia ilościowa. Wyniki korelacji Pearsona wykazały, że przywództwo transakcyjne jest pozytywnie powiązane ze wszystkimi trzema czynnikami (częstością zmian, zaufaniem do zarządzania i udziałem pracowników) reakcji pracowników na zmiany. Uzyskane wyniki pozwoliły stwierdzić, że wyniki moderacji dodatkowo wyjaśniły, że podążanie za przywódcą znacząco moderowało związek pomiędzy stylem przywództwa transakcyjnego, częstotliwością zmian a udziałem pracowników. Jednak nie znaleziono efektu powiązania pomiędzy stylem przywództwa transakcyjnego a zaufaniem do zarządzania.

Słowa kluczowe

transactional leadership style followership employees’ reactions organizational change Pakistan

transakcyjny styl przywództwa podążanie za przywódcą reakcje pracowników zmiana organizacyjna Pakistan

Wydawca

Czestochowa University of Technology

Czasopismo

Polish Journal of Management Studies

Rocznik

2018

Tom

Vol. 17, No. 1

Strony

131--143

Opis fizyczny

Bibliogr. 61 poz., tab.

Twórcy

autor

Khan S. N.

sajjadnawazkhan@gmail.com

Faculty of Cognitive Sciences and Human Development, University Malaysia Sarawak (UNIMAS) Malaysia

autor

Busari A. H.

Faculty of Cognitive Sciences and Human Development, University Malaysia Sarawak (UNIMAS) Malaysia

autor

Abdullah S. M.

Faculty of Cognitive Sciences and Human Development, University Malaysia Sarawak (UNIMAS) Malaysia

autor

Mughal Y. H.

Qurtuba University of Information technology, Pakistan

Bibliografia

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Uwagi

Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2018).

Typ dokumentu

Bibliografia

Identyfikator YADDA

bwmeta1.element.baztech-fb79f26e-a7fa-475c-a35b-4da129090592