Leadership Role In Organizational Change

Due to forces such as globalization and political shifts to neoliberalism, organizational change has become a ubiquitous force that demands to be acknowledged (Piderit, 2000). While the need to implement and manage change becomes a perceived necessity, an estimated two-third of organizational change efforts do not translate into the intended aims nor are they sustainable in the long run (Choi & Ruona, 2011). The past two decades have witnessed a surge of interest in the adoption of a plethora of changes in many organizations (Soltani, Lai, & Mahmoudi, 2007). In general, contemporary organizations have been opposed by conditions of increased competition, changes in government policies, new products, growth, technological advancements and an

In the past, researchers have proven that organisations that implement transformational leadership when dealing with change in the organisational context are more successful in managing employees’ outcomes (Chou, 2014). The role of a leader as not only a symbolic figure but also as a form of guidance helps create a smooth transition in times of turmoil. Many change efforts are unsuccessful because change leaders often overlook the central role individuals play in the change process (Kavanagh & Ashkanasy, 2006; Porras & Robertson, 1992). In workplace environments where employees are comfortable with the tasks delegated and other work processes, change becomes something difficult to be introduced, implemented and accepted (Reichers, Wanous, & Austin, 1997). This is because an introduction of organisational change leads to interruption of normal routines in an organisation. (Alshamasi, 2012). Hence, it is not a surprise to see employees resisting change (Oreg, 2003). To ensure success in the implementation of organisational change in the workplace, organisations must have employees who are equipped with the appropriate cognitive dispositions (change-supportive behaviours and attitude) to excellently address the demands of change (Alshamasi,

It transcends the personal attributes of the leaders and is very much about the quality of relationship between the two parties that are involved in the exchange. This per se should encourage the leader to increase interactions that strengthen organisational collaborative efforts (Hackman & Wageman, 2004). Consequently, the ideal method to explain this subject matter is to conceptualise leadership as a process that focuses on the interactions between leaders and followers (George B. Graen & Uhl-Bien, 1995; Yukl & Mahsud, 2010) and to use the dyadic relationship of a leader-member exchange as the unique fundamental premise and unit of analysis of LMX (Graen & Cashman, 1975). LMX theory proposes that exchanges (e.g. social and work interactions) may happen between managers and their employees. Managers are said to develop relationships of different quality with their employees through these exchanges. Graen & Scandura (1987) stated that employees who are in high quality relationships with their superiors receive more perks than their co-workers who are in low quality relationships. These perks include increased and improved communication, better roles, higher levels of emotional support and more access to assorted