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The influence of leadership behavior and organizational commitment on organizational readiness for change in a higher learning institution

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Abstract

Many factors contribute to the effectiveness in implementing organizational change. However, many change effort fail due to several factors such as lack of commitment, style of leadership, and emotional distress of the employees who have to implement the change. This study was intended to determine the influence of leadership behavior and organizational commitment on organizational readiness for change in a higher learning institution. It was based on a conceptual framework that combined part of an adapted model from organizational development and change theory. A total of 169 academic staff from the main and branch campuses UiTM throughout Malaysia were selected based on stage and cluster sampling to participate in this study. The result shows that there is a significant relationship between organizational commitment and leadership behavior on organizational readiness for change. The findings also revealed that 36.5% of the variance in readiness for change is explained by organizational commitment and transactional leadership behavior. In determining the role of the organization commitment as a moderating variable, the result of the study indicates significant moderating effect of affective commitment on the relationship between transformational leadership behavior and organizational readiness for change. This study implied that building organizational commitment as well as developing transformational and transactional leadership behavior could contribute to formulation of organizational readiness for change and subsequently lead to the success of a change program.

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  1. Faculty of Education, Universiti Teknologi MARA, Seksyen 17, 40450, Shah Alam, Selangor, Malaysia

    Norshidah Nordin

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Nordin, N. The influence of leadership behavior and organizational commitment on organizational readiness for change in a higher learning institution. Asia Pacific Educ. Rev. 13, 239–249 (2012). https://doi.org/10.1007/s12564-011-9200-y

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