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Leadership Behavior for Successful Change Management
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2023
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Leadership Behavior for Successful Change Management.pdf
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Abstract
To keep pace with the current changing and challenging business environment, organizational change has become an integral part of the organizational life cycle. Due to internal and external factors such as globalization, business change, the changing global economy, and massive technological advancements, organizations are forced to respond effectively to survive and grow in the marketplace. To survive, grow, and remain competitive, organizations continually attempt to make changes (Battilana et al. 2010). However, not all change initiatives are effective - 70% of all major changes fail (Vakola 2014). It has been argued that some change initiatives fail due to the lack of strategy and vision, lack of management commitment and support, lack of trust, inef- fective communication plans, lack of change management skills, and strong resistance to change (Vakola et al. 2004).In the context of higher education, due to factors such as the lack of funding, increasing student numbers, growing competition, changing teaching and learning mechanisms, and technological advancements, this sector has undergone major changes. Therefore, universities have had to embrace such changes proactively to remain relevant (By et al. 2008). Similarly, Malaysian higher education institutions have been working hard to achieve local and international recognition by following global academic trends and introducing various changes. The introduction of these changes created challenges, and organizations failed to implement changes fully due to several factors. The main factor is people and their perceptions of the changes introduced by the universities, and in this case, Kurt Lewin's (1951) three-stage theory applies. The theory emphasizes people's readiness for change through the creation of a sense of urgency. Therefore, to achieve a high level of satisfaction in an organization, the organization may need to cultivate the emotional intelligence of its employees to break down the inherent resistance to change. Despite the growing importance of change management, Dalton and Gottlieb (2003) and Mrayyan et al. (2008) have highlighted the lack of research on this topic. Similarly, Dasborough et al. (2015) have argued that emotional responses to organizational change are still largely ignored in the literature. However, factors such as organizational commitment, emotional intelligence, and leadership behavior are expected to have a great influence on employees' readiness for change in all types of organizations in general and in the Malaysian higher education context in particular (Nordin 2011). Therefore, this study attempted to contribute to the literature by investigating the joint effects of leadership behavior and emotional intelligence on organizational readiness for change at different levels of organizational commitment.