Detail Leading transformational change: Behavior, context, and results Bibliografi Author: Almaraz, Jeanne Ann ; Magulies, Newton (Advisor) Topik: BUSINESS ADMINISTRATION; MANAGEMENT|PSYCHOLOGY; INDUSTRIAL Bahasa: (EN )    ISBN: 0-599-35705-3     Penerbit: UNIVERSITY OF CALIFORNIA, IRVINE     Tahun Terbit: 1999     Jenis: Theses - Dissertation Fulltext: 9934812.pdf (0.0B; 4 download) Abstract This dissertation addresses the relationship of leadership attributes and behavior, organization culture, and change team heterogeneity to the perceived success of transformational change events in organizations. Transformational change is here defined as discontinuous change, which alters the overall orientation of the organization and/or its components. Specifically, this research set out to determine whether leaders who were rated highly in terms of visionary, or transformational, leadership were in fact those most likely to be successful in implementing transformational change. A model of the implementation of transformational change in organizations was developed along with several hypotheses which addressed the significance of leadership attributes, leader behavior, openness of organization culture, and change team heterogeneity on the perceived success of transformational change. Interviews were conducted with CEOs or their designates in 41 small- to medium-sized manufacturing organizations, or, divisions of larger organizations. Industries represented in the sample included aerospace support, aerospace manufacturing, printing, and other high and low technology manufacturing. The interviews resulted in the identification of 71 transformational change events. 560 questionnaires were distributed to the leader(s) of those changes, change team members, and others. 255 questionnaires were returned, a 45% response rate. The questionnaires included validated scales on transformational leadership, openness of organization culture, employee acceptance of transformational change, and respondent demographics. The study results provide empirical support to current models of visionary leadership. Results of the stepwise multiple regression indicate that leaders perceived as more visionary, in terms of their attributes and behavior, were more likely to be successful in the implementation of transformational change than leaders perceived as less visionary. Transformational leadership theory also posits that leaders operate by fostering an organization culture that is open and adaptive. However, results of the current research contradict this assumption: It was found that leaders operating in cultures which are less open and less flexible are more likely to be successful than those in cultures which are open and flexible. These results suggest the need to explore further the role of organizational culture in the implementation of transformational change. Change team heterogeneity did not play a significant role in the success of transformational change efforts. In the wider context of leadership research, the characteristics of the transformational leader are suggested as necessary for organizations to cope successfully with turbulent environments which have become the norm. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Lihat Sejarah Pengadaan  Konversi Metadata   Kembali

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