Submit an Article

Journal of Human Resource Management

| Peer-Reviewed |

The Role of Leadership Style in Organisational Change Management: A Literature Review

Hassan Elsan Mansaray
Received: 8 April 2019    Accepted: 2 June 2019    Published: 12 June 2019
Views:       Downloads:
Download PDF

Share This Article
Abstract

The role of leadership style in organisational change management has been investigated considerably in this article. Authors have made efforts to cover and present wide-ranging literature on the role of leadership style in organisational change. It was discovered in various literature reviewed that there are several leadership styles that can act as promoter in change management processes; ranging from authoritarian leadership, transformational leadership, laissez-faire leadership, servant leader, transactional leadership, democratic leadership, strategic leadership, bureaucratic leadership, to consultative and participative leadership. It was learnt further that leadership is one of the leading factors in bringing affirmative change in organizations. For instance, leadership is when the leader guides employees towards the direction they desire them in order to achieve organizational goals. It was also discovered that leadership has become an essential component for a successful change in any organization in order to face the ever contentious market competitiveness. In addition, the review as well, covered the concepts of leadership and organisational change management and their types in detail.

DOI 10.11648/j.jhrm.20190701.13
Published in Journal of Human Resource Management (Volume 7, Issue 1, March 2019)
Page(s) 18-31
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group
Previous article
Keywords

Leadership, Leadership Style, Organizational Change, Change Management

References
[1] Nadler, D., & Nadler, M. B. (1998). Champions of change: How CEOs and their companies are mastering the skills of radical change. San Francisco: Jossey-Bass Publishers
[2] Dinwoodie D, Pasmore W, Quinn L, and Rabin R (2015) - Navigating Change: A Leader’s Role. White Paper ©2015 Center for Creative Leadership. All rights reserved.
[3] İkinci S. S. (2014) - Organizational Change: Importance of Leadership Style and Training, http://mos.sciedupress.com Management and Organizational Studies Vol. 1, No. 2; 2014
[4] Töremen, F. (2002). The hindrances for change in education organizations and their reasons. Journal of Social Sciences Fırat University, 12 (1), 185-202.
[5] Tunçer, P. (2011). Organizational change and leadership. Journal of Court of Accounts, 80, 57-83.
[6] Achitsa Y. A. (2013) - Leadership and Management of Strategic Change at Equity Bank Limited Kenya, A Research Project Submitted in Partial Fulfillment of the Requirements for the Award of the Degree of Master of Business Administration, School of Business, University of Nairobi November, 2013
[7] Ganta V. C, and Manukonda J. K. (2017) - Leading the Change in Organizations International Journal of Research in IT and Management (IJRIM) Available online at: http://euroasiapub.org Vol. 7, Issue 1, January - 2017, pp. 73~81 ISSN(o): 2231-4334 | ISSN(p): 2349-6517 | Impact Factor: 6.505 | Thomson Reuters Researcher ID: L-5236-2015
[8] Gerwing, Carlo (2016): Meaning of Change Agents within Organizational Change, Journal of Applied Leadership and Management, ISSN 2194-9522, Hochschule Kempten - University of Applied Sciences, Professional School of Business & Technology, Kempten, Vol. 4, pp. 21-40,.
[9] Lippitt, R., Watson, J., & Westley, B. (1958): The dynamics of planned change. New York: Harcourt, Brace and World.
[10] Beckhard, R. (1969): Organizational development: strategies and methods. Reading, Mass.: Addison – Wesley.
[11] Alqatawenh A. S. (2018) - Transformational Leadership Style and its Relationship with Change Management, Verslas: Teorija Ir Praktika / Business: Theory and Practice ISSN 1648-0627 / eISSN 1822-4202 http://btp.press.vgtu.lt 2018 19: 17–24 https://doi.org/10.3846/btp.2018.03 Alvesson, M. and Ka ¨rreman, D. (2011), “Decolonializing discourse”, Human Relations, Vol. 64 No. 9, pp. 1121-46.
[12] Michael AP (2008) Emotional intelligence and critical thinking relationships to transformational leadership. Unpublished Doctoral Dissertation, North America: University on Phoenix.
[13] Marai F (2008) Effect of transformational and reciprocal leadership on human resource performance in Jordanian pharmaceutical industries companies. Unpublished PhD thesis, Amman, Jordan: Amman Arab University for Graduate Studies.
[14] Burns J (1978) Leadership. New York: Harper & Row.
[15] Saylı, H., & Tüfekçi, A. (2008). The role of a transformational leader in making a successful organizational change. Erciyes University, Journal of Economics and Administrative Sciences Faculty, 30, 193-210.
[16] Ali Dr. Tag E. M. (2004) - Seminar on Public Sector Leadership Capacity Development for Good Governance in Africa, The Role of Public Sector Leadership in Fostering Socio-Economic and Political Development in Africa Kampala, Uganda, 27 - 30 January 2004.
[17] Jackson and Parry. (2008). A Very Short, Interesting and Reasonably Cheap Book About Studying Leadership. London: SAGE Publication, 208 (2), 25.
[18] Graetz, F., Rimmer, M., Smith, A., and Lawrence, A. (2010). Leadership for Change. Managing organizational change (3rd edition), 6, and 144.
[19] Kotter, J. (1990) A Force for Change. How Leadership differs from Management. The Free Press.
[20] Anderson, D. & Ackerman Anderson, L. (2010) Beyond Change Management: How to achieve breakthrough results through conscious change leadership. 2nd Edition. San Francisco: Pfeiffer.
[21] Fullan M. 2011. Change Leader: Learning to Do What Matters Most. (n. p): Jossey-Bass
[22] Kotter, J. (2014) Accelerate: Building Strategic Agility for a Faster-Moving World. Massachusetts: Harvard Business Review Press.
[23] Lewis, L. (2011) Organizational Change: Creating Change through Strategic Communication. Chichester: Wiley-Blackwell.
[24] Cawsey, T., Deszca, G., & Ingols, C. (2012): Organizational Change: An action –oriented toolkit (2nd Edition). Thousand Oaks, Californian: Sage Publications.
[25] Helms-Mills, J., Dye, K., & Mills, A. (2009): Understanding organisational change. London and New York: Taylor and Francis.
[26] Smirnova Jana (2015) - How to help employees to go through organisational change. Importance of communication. Case Company X Bachelor´s Thesis Degree Programme in International Business THE7LF005 April 2015 Haaga-Helia, University of Applied Sciences 30.04.2015. Smith, I. (2006). Continuing professional development and workplace learning. Library Management, 27 (4/5).
[27] Tuchman ML, Anderson P (1997) Managing strategic innovation and change. New York, NY: Oxford University Press.
[28] Kotler JP (1997) Leaden by vision and strategy. Executive Excellence October.
[29] Bass BM (1985) Leadership and performance beyond expectations. New York, NY: Free Press.
[30] Smith, I. (2006). Continuing professional development and workplace learning. Library Management, 27 (4/5).
[31] Bejestani, H, S. (2011). Improving Project Change Management Using Leadership Spirit.
[32] Moran, J. W., & Brightman, B. K. (2001). Leading organizational change. Career Development International, Vol. 6 No. 2, 111-118.
[33] Q5-Change (2016) - A range of industries in collaboration with Kingston University 3 Dean Trench Street Westminster London, SW1P 3HB 2016.
[34] Holmes J. (2017) - Challenging Leadership Stereotypes Through Discourse, DOI 10.1007/978-981-10-4319-2_2 -Chapter 2 Leadership and Change Management: Examining Gender, Cultural and ‘Hero Leader’ Stereotypes e-mail: janet.holmes@vuw.ac.nz © Springer Nature Singapore Pte Ltd. 2017 C. Ilie and S. Schnurr (eds.),.
[35] Bunmi Omolayo, (2007) Effect of Leadership Style on Job-Related Tension and Psychological Sense of Community in Work Organizations: A Case Study of Four Organizations in Lagos State, Nigeria, Bangladesh e-Journal of Sociology, 4 (2).
[36] Mullins L., (2004) Management and Organisational Behaviour, Pearson Higher Education FT Prentice Hall
[37] Nanjundeswaraswamy T. S. and Swamy D. R. - Leadership styles, Advances In Management Vol. 7 (1) January (2014) & Vol. 7 (2) February (2014).
[38] Checklist 256 (2015) - Understanding Management and Leadership Styles chartered Management Institute Management House, Cottingham Rd, Corby, Northants, NN17 1TT.
[39] Mahomed Y (2016) -The impact of different leadership styles on employee engagement in an organization undergoing change A research project submitted to the Gordon Institute of Business Science, University of Pretoria, in partial fulfilment of the requirements for the degree of Master of Business Administration November 2016, Gordon Institute of Business Science, University of Pretoria.
[40] Business Dictionary, (n. d) Retrieved from http://www.businessdictionary.com/definition/transformationalleadership.html) on the 04-04-2019.
[41] Becker Braden (n. d.) - The 7 Most Common Leadership Styles & How to Find Your Own. @BradenBecker
[42] Najm A (2011) Administrative Leadership in the 21st Century. Amman, Dar Safa.
[43] Conger M (2002) Leadership learning to share the vision. Organizational Dynamics 19 (3): 45-52.
[44] Trofino A (2000) Transformational leadership or effective managerial practices? Group and Organizational Management 23 (3): 220-237.
[45] Kirkan K (2011) the effect of emotional intelligence on emotional intelligence on emotional competence and transformational leadership. Pr Quest UME Dissertation Publishing.
[46] Ghadi M, Fernando M, Caputi P (2013) Transformational leadership and work engagement: the mediating effect of meaning in work. Leadership & Organization Development Journal 34 (6): 532-550. https://doi.org/10.1108/LODJ-102011-0110
[47] Rank, M. G., & Hutchison, W. S. (2000). An analysis of leadership within the social work profession. Journal of Social Work Education, 36 (3), 487–502
[48] McDonald, C., & Chenoweth, L. (2009). Leadership: A crucial ingredient in unstable times. Social Work and Society International Online Journal, 7 (1). Retrieved from http://www. socwork.net/sws/article/view/47/349
[49] Bass, B. M. (1999), “Two decades of research and development in transformational leadership”. European Journal of Work and Organizational Psychology, Vol. 8 No. 1, pp. 9-32.
[50] Lowe, K. B., Kroeck, K. G. and Sivasubramaniam, N. (1996), “Effectiveness correlates of transformational and transactional leadership: a meta-analytic review of the MLQ literature”, Leadership Quarterly, Vol. 7 No. 3, pp. 385-425.
[51] Holten Ann-Louise (2015) - Leadership style and the process of organizational change, Article in Leadership & Organization Development Journal • March 2015 DOI: 10.1108/LODJ-11-2012-0155.
[52] Eagly, A. H., Johannesen-Schmidt, M. C. and van Engen, M. L. (2003), “Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men”, Psychological Bulletin, Vol. 129 No. 4, pp. 569-591.
[53] Ayman, R., Korabik, K. and Morris, S. (2009), “Is transformational leadership always perceived as effective? Male subordinates’ devaluation of female transformational leaders”, Journal of Applied Social Psychology, Vol. 39 No. 4, pp. 852-879.
[54] Bass, B. M. and Riggio, R. E. (2006), Transformational Leadership, 2nd ed., Lawrence Erlbaum Associates, Publishers, Mahwah, NJ.
[55] Eisenbach, R., Watson, K. and Pilai, R. (1999), “Transformational leadership in the context of organizational change”, Journal of Organizational Change Management, Vol. 12 No. 2, pp. 80-89.
[56] Callan, V. J. (1993), “Individual and organizational strategies for coping with organizational change”, Work & Stress, Vol. 7 No. 1, pp. 63-75.
[57] Santalainen, T. (2006) Strategic Thinking. Talentum
[58] Kotter, J. (2012) Leading Change. Harward Business Press. Boston, Massachusetts
[59] Bass, B. M., & Avolio, B. J. (1990) Training and development of transformational leadership for individual, team, and organizational development. In R. W. Woodman & W. A. Passmore (Eds.), Research in organizational change and development. Greenwich, CT: JAI Press
[60] Stagl Heather (2011) - Six Roles of A Leader During Change October 6, 2011.
[61] Băeşu C. and Bejinaru R. - Leadership Approaches Regarding the Organizational Change, The USV Annals of Economics and Public Administration Volume 13, Issue 2 (18), 2013.
[62] Higgs, M. & Rowland, D. (2001) Developing change leaders: assessing the impact of a development program, Henley Working Paper Series, HWP 2001/06
[63] Higgs, M. & Rowland, D. (2000) Building leadership change capability, Henley Working Paper Series, HWP 2000/04 14.
[64] Yukl, G. (1998) Leadership in Organizations, Prentice-Hall, Upper Saddle River, New Jersey, 4th Edition
[65] Lorenzoni, I., Nicholson-Cole, S., & Whitmarsh, L. (2007). Barriers perceived to engaging with climate change among the UK public and their policy implications. Global environmental change, 17 (3), 445-459.
[66] Hao M. J. & Yazdanifard Dr. R. (2015) - How Effective Leadership can Facilitate Change in Organizations through Improvement and Innovation Global Journal of Management and Business Research: A Administration and Management Volume 15 Issue 9 Version 1.0 Year 2015 Type: Double Blind Peer Reviewed International Research Journal Publisher: Global Journals Inc. (USA) Online ISSN: 2249-4588 & Print ISSN: 0975-5853.
[67] Du Plessis, M. (2007). The role of knowledge management in innovation. Journal of knowledge management, 11 (4), 20-29.
[68] Hritz, C. (2008). Change model. Leadership Excellence, 25 (5), 14.
[69] Porras, J., & Robertson P. (1992): Organizational Development: Theory, practice, research. In M. D. Dunnette & L. M. Hough (Eds.) Handbook of Organizational Psychology, 3, (pp. 719-822).
[70] Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 942-958.
[71] Hansen Matt (2018) - Cultivating Change: The Relationship between Organizational Culture, Leadership Style and Communication Style with Organizational Change, (2018). Master's Theses (2009). 450. http://epublications.marquette.edu/theses_open/450 Marquette University e-Publications@Marquette.
[72] Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, Vol. 42, No. 1, 1-34.
[73] Lewis, L. K., Schmisseur, A. M., Stephens, K. K., & Wier, K. (2006). Advice on communicating during organizational change. Journal of Business Communication, Volume 43, No., 113-137.
[74] Mária, U., Barizsné, E. H., & Kun, A. I. (2015). Analysing Organizational Changes–The Connection between the Scale of Change and Employees' Attitudes. The Annals of The University of Oradea, 1191.
[75] Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review. 73 (2), p. 59-67.
[76] UNDP (2006) - Conference Paper #5 Working Draft, November 06 Institutional Reform and Change Management: Managing Change in Public Sector Organisations A Undp Capacity Development Resource Capacity Development Group Bureau for Development Policy United Nations Development Programme November 2006.
[77] Hill, N. S., Seo, M. G., Kang, J. H. and Taylor, S. H. (2012), “Building employee commitment to change across organizational levels: the influence of hierarchical distance and direct managers’ transformational leadership”, Organizational Science, Vol. 23 No. 3, pp. 758-77.
[78] Cummings, T. G. and Worley, C. G. (2005), Organization Development and Change, Thomson, Mason, OH.
[79] Senior, B. and Swailes, S. (2010), Organizational Change, Pearson Education, Harlow.
[80] Weick, K. E. and Quinn, R. E. (1999), “Organisational change and development”, Annual Review of Psychology, Vol. 50, pp. 361-86.
[81] Sturdy, A. and Grey, C. (2003), “Beneath and beyond organisational change management”, Organization, Vol. 10 No. 4, pp. 651-62.
[82] Kanter, R. M., Stein, B. A. and Jick, T. D. (1992), the Challenge of Organizational Change, the Free Press, New York, NY.
[83] Brown, A. D. and Humphreys, M. (2003), “Epic and tragic tales, making sense of change”, Journal of Applied Behavioral Science, Vol. 39 No. 2, pp. 121-44.
[84] Carr, J. B. and Brower, R. S. (2000), “Principled opportunism”, Public Affairs Quarterly, Vol. Spring, pp. 109-38.
[85] Fleming, P. and Spicer, A. (2003), “Working at a cynical distance: implications for power, subjectivity and resistance”, Organization, Vol. 10 No. 1, pp. 157-79.
[86] Atkinson, P. (2005), “Managing resistance to change”, Management Services, spring, pp. 14-19.
[87] Ka¨rreman, D. and Alvesson, M. (2009), “Resistance to change: counter-resistance, consent and
[88] Pfeffer, J. (1992), “Understanding power in organizations”, California Management Review, Vol. Winter, pp. 29-50.
[89] Monge, P. and Poole, M. S. (2008), “The evolution of organizational communication”, Journal of Communication, Vol. 58, pp. 679-92.
[90] Alvesson, M. and Ka¨rreman, D. (2011), “Decolonializing discourse”, Human Relations, Vol. 64 No. 9, pp. 1121-46.
[91] Grant, D. and Marshak, R. J. (2011), “Toward a discourse-centered understanding of organizational change”, The Journal of Applied Behavioral Science, Vol. 47 No. 2, pp. 204-35.
[92] Grant, D., Hardy, C., Oswick, C. and Putnam, L. (2004), the Sage Handbook of Organizational Discourse, Sage Publications, London.
[93] Garzone, G. and Archibald, J. (Eds) (2010), Discourse, Identities and Roles in Specialized Communications, Peter Lang, Bern.
[94] Pieterse Jos H., Canie M. C. J. and Homan T. (2012) - "Professional discourses and resistance to change", Journal of Organizational Change Management, Vol. 25 Iss: 6 pp. 798 – 818.
[95] Self, R. D. (2007): Organisational change: Overcoming resistance by creating readiness. Development and learning in organizations, 21 (5), 11-13.
[96] Dent, E., & Goldberg, S. (1999): Challenging “resistance to change”. Journal of Applied Behavioural Science, 35, 25-41.
[97] Kotter, J., & Schlesinger, L. (2008): Choosing strategies for change. Harvard Business Review, 86, 130139.
[98] Erwin, D., & Garman, A. (2009): Resistance to organizational change: linking research and practice. Leadership & Organization Development Journal, 31, 39-56.
[99] Armenakis, A., Harris, S., & Field, H. (1999): Making change permanent. A model for institutionalizing change interventions. Research in Organizational Change and Development, 12, 97-128.
[100] Block, P. (1989). Flawless consulting. In R. McLenan (Ed.), Managing Organisational Change, Prentice Hall, Englewood Cliffs, NJ.
[101] Bareil, C., Savoie, A. & Meunier, S. (2007). Patterns of Discomfort with Organizational Change. Journal of Change Management, 7 (1), pp. 13-24
Cite This Article
Plain Text BibTeX RIS

  • APA Style

    Hassan Elsan Mansaray. (2019). The Role of Leadership Style in Organisational Change Management: A Literature Review. Journal of Human Resource Management, 7(1), 18-31. https://doi.org/10.11648/j.jhrm.20190701.13

    Copy | Download

    ACS Style

    Hassan Elsan Mansaray. The Role of Leadership Style in Organisational Change Management: A Literature Review. J. Hum. Resour. Manag. 2019, 7(1), 18-31. doi: 10.11648/j.jhrm.20190701.13

    Copy | Download

    AMA Style

    Hassan Elsan Mansaray. The Role of Leadership Style in Organisational Change Management: A Literature Review. J Hum Resour Manag. 2019;7(1):18-31. doi: 10.11648/j.jhrm.20190701.13

    Copy | Download 

  • @article{10.11648/j.jhrm.20190701.13,
  author = {Hassan Elsan Mansaray},
  title = {The Role of Leadership Style in Organisational Change Management: A Literature Review},
  journal = {Journal of Human Resource Management},
  volume = {7},
  number = {1},
  pages = {18-31},
  doi = {10.11648/j.jhrm.20190701.13},
  url = {https://doi.org/10.11648/j.jhrm.20190701.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20190701.13},
  abstract = {The role of leadership style in organisational change management has been investigated considerably in this article. Authors have made efforts to cover and present wide-ranging literature on the role of leadership style in organisational change. It was discovered in various literature reviewed that there are several leadership styles that can act as promoter in change management processes; ranging from authoritarian leadership, transformational leadership, laissez-faire leadership, servant leader, transactional leadership, democratic leadership, strategic leadership, bureaucratic leadership, to consultative and participative leadership. It was learnt further that leadership is one of the leading factors in bringing affirmative change in organizations. For instance, leadership is when the leader guides employees towards the direction they desire them in order to achieve organizational goals. It was also discovered that leadership has become an essential component for a successful change in any organization in order to face the ever contentious market competitiveness. In addition, the review as well, covered the concepts of leadership and organisational change management and their types in detail.},
 year = {2019}
}

    Copy | Download 

  • TY  - JOUR
T1  - The Role of Leadership Style in Organisational Change Management: A Literature Review
AU  - Hassan Elsan Mansaray
Y1  - 2019/06/12
PY  - 2019
N1  - https://doi.org/10.11648/j.jhrm.20190701.13
DO  - 10.11648/j.jhrm.20190701.13
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 18
EP  - 31
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20190701.13
AB  - The role of leadership style in organisational change management has been investigated considerably in this article. Authors have made efforts to cover and present wide-ranging literature on the role of leadership style in organisational change. It was discovered in various literature reviewed that there are several leadership styles that can act as promoter in change management processes; ranging from authoritarian leadership, transformational leadership, laissez-faire leadership, servant leader, transactional leadership, democratic leadership, strategic leadership, bureaucratic leadership, to consultative and participative leadership. It was learnt further that leadership is one of the leading factors in bringing affirmative change in organizations. For instance, leadership is when the leader guides employees towards the direction they desire them in order to achieve organizational goals. It was also discovered that leadership has become an essential component for a successful change in any organization in order to face the ever contentious market competitiveness. In addition, the review as well, covered the concepts of leadership and organisational change management and their types in detail.
VL  - 7
IS  - 1
ER  -

    Copy | Download

Author Information

  • Hassan Elsan Mansaray

    Department of Business Administration and Entrepreneurship Devel

Download PDF
  • Sections

About Us

Science Publishing Group (SciencePG) is an Open Access publisher, with more than 300 online, peer-reviewed journals covering a wide range of academic disciplines.

Learn More About SciencePG

Products

Information

Important Link

Copyright © 2012 -- 2024 Science Publishing Group – All rights reserved.