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Relationship of Transformational Leadership and Organizational Readiness for Change As Mediated by Leader-Member Exchange and Work Engagement.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Relationship of Transformational Leadership and Organizational Readiness for Change As Mediated by Leader-Member Exchange and Work Engagement./
作者:	Hutt, Mark Joseph.
面頁冊數:	1 online resource (188 pages)
附註:	Source: Dissertations Abstracts International, Volume: 85-11, Section: B.
Contained By:	Dissertations Abstracts International85-11B.
標題:	Behavioral sciences. -
電子資源:	click for full text (PQDT)
ISBN:	9798382725215

Relationship of Transformational Leadership and Organizational Readiness for Change As Mediated by Leader-Member Exchange and Work Engagement.
Hutt, Mark Joseph.

Relationship of Transformational Leadership and Organizational Readiness for Change As Mediated by Leader-Member Exchange and Work Engagement. - 1 online resource (188 pages)

Source: Dissertations Abstracts International, Volume: 85-11, Section: B.

Thesis (Ph.D.)--Colorado State University, 2024.

Includes bibliographical references

The purpose of this study was to investigate the relationship between transformational leadership and organizational readiness for change as mediated by the quality of the leader-member relationship and employee work engagement. Organizations face unprecedented cycles of change, which are ever-present during company merger and acquisition events. Research has shown that between 70% and 90% of mergers fail to deliver a realized benefit to companies and shareholders.This research proposed merger and acquisition events fail partly due to a lack of organizational readiness for change due to leadership practices and poor employee engagement. There is a gap in the scholarly research on what practical actions practitioners can take to improve the likelihood of success in merger and acquisition events. Research has shown a connection between organizational readiness for change and organizational performance. Previous research has also shown there are relationships with transformational leadership, leader-member exchange, employee work engagement, and organizational performance. While this research has shown the individual relations of these theoretical constructs on organizational performance, more research needs to be done to understand the relation of these constructs with each other and their ability to improve organizational readiness for change and, therefore, organizational performance.This research hypothesizes a positive relationship between transformational leadership and organizational readiness for change and sought to answer the question of what the relation of transformational leadership and organizational readiness for change is as mediated by leader-member exchange (LMX) and work engagement. The context used to study this question was a biotechnology firm in the Pacific Northwest that had experienced the announcement of two separate significant acquisitions within 12 months.A non-experimental, descriptive, cross-sectional survey research design was used to investigate this research question and hypotheses. The population for this study was 1,145 employees of a bio-pharmaceutical company in the Pacific Northwest of the United States. Well established in the scholarly research, the following surveys were used to study transformational leadership, leader-member exchange, work engagement, and organizational readiness for change. Transformational leadership was measured using the 7-item Global Transformational Leadership (GTL) scale. The quality of leader-member exchange relationships was measured by administering the 12-question LMX-MDM survey. Work engagement was measured through the administration of the 9-question UWES-9. Organizational readiness for change was measured using the 14-question OCQ-R.The hypotheses were analyzed using confirmatory factor analysis and structural equation modeling. Structural equation modeling was used to test the hypotheses and the hypothetical model. The model's fit was evaluated using root mean square error of approximation, standardized root mean square residual, comparative fit index, normed fit index, and the goodness of fit index. The mediation hypotheses of this research were analyzed using bootstrapping in combination with Baron and Kenny's established regression test for mediating factors using macros for SPSS & R.The outcome of this research found a relationship between the transformational leadership styles and actions managers and leaders take and the readiness of employees for organizational change in support of organizational performance and the success of change events. Specifically, this study provided insights to scholars and practitioners on the actions organizations can take when faced with large-scale organizational change events, such as merger and acquisition events.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798382725215Subjects--Topical Terms:

1148596
Behavioral sciences.
Subjects--Index Terms:

Leader-member exchangeIndex Terms--Genre/Form:

554714
Electronic books.

Relationship of Transformational Leadership and Organizational Readiness for Change As Mediated by Leader-Member Exchange and Work Engagement.
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