Leadership styles and effectiveness of change : the impact of resistance to change
| dc.contributor.author | Kee, Swee Lin | |
| dc.date.accessioned | 2014-09-05T02:26:09Z | |
| dc.date.available | 2014-09-05T02:26:09Z | |
| dc.date.issued | 2005-05 | |
| dc.description.abstract | This study assesses the relationship between leadership style and the effectiveness of change in organizations while taking into consideration the impact of individual’s resistance towards change on that relationship. The three leadership styles included were the participative, nurturant-task and autocratic style. An analysis of 215 responses through questionnaires from employees and their respective supervisors or managers in US-based manufacturing firms in Penang, Malaysia showed that there is significant relationship between leadership style and the effectiveness of change. Participative leadership, specifically, is positively related to performance and job satisfaction. However, the nurturant-task leadership style is more appropriate and suitable for an effectiveness of change when the subordinates have high rigidity in their interpersonal conduct. The findings of this study are consistent with and support the transitional model of leadership from nurturant-task to participative style in Malaysia as proposed by Ansari, Ahmad and Aafaqi (2004). An organization introducing changes should not overlook the importance of establishing the right leadership style to manage individual’s resistance and change effectively for a successful outcome. | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/83 | |
| dc.language.iso | en | en_US |
| dc.subject | Business Administration | en_US |
| dc.subject | Leadership Styles | en_US |
| dc.title | Leadership styles and effectiveness of change : the impact of resistance to change | en_US |
| dc.type | Thesis | en_US |
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