The phenomenon of organizational change is a crucial issue in the current age. Faupel and Süß (2019) address this problem in their article The Effect of Transformational Leadership on Employees during Organizational Change – An Empirical Analysis, published by the Journal of Change Management. Relying on the previous studies, the authors conducted original research to establish how the workers’ responses to organizational change are affected by transformational leadership. In their study, Faupel and Süß (2019) aimed to investigate whether transformational leadership can influence the attitudes of employees involved in organizational change. The authors also questioned how work engagement and motivation of the workforce might be affected by this type of leadership.
The basis for the discussed research was the knowledge gap regarding the connection between transformational leadership and the employees’ performance rates when a company is undergoing organizational change. Although the benefits of transformational leadership, namely increased motivation and work performance, were addressed by previous studies, none of the recent scholarly works evaluated these phenomena under the circumstances of organizational change. Thus, Faupel and Süß (2019) devised a survey to collect the respondents’ views on transformational leadership, valence, and work engagement. The participants’ championship behavior was also measured and analyzed; in total, 328 respondents participated in the survey.
Anticipating the possible results of the research, the authors developed four hypotheses regarding the relationships between transformational leadership and employee responses. It was expected that transformation leadership positively influences the workers’ performance, valence, and productivity, while work engagement and valence mediate the relationship between leadership and championing behavior. Faupel and Süß (2019) analyzed the gathered data using structural equation modeling and a two-step evaluation procedure. Results demonstrate that work engagement and valence mediate the relationship between transformational leadership and employees’ behavior in the circumstances of organizational change. By increasing the employees’ work engagement and framing the alterations as a beneficial happenstance, transformational leadership compels the workforce to support the transformation.
Reference
Faupel, S., & Süß, S. (2019). The effect of transformational leadership on employees during organizational change – an empirical analysis. Journal of Change Management, 19(3), 145–166.