EMPLOYEES’ OPENNESS TO CHANGE, TRANSFORMATIONAL LEADER AND INTER ORGANIZATION TRANSPARENT COMMUNICATION RELATIONSHIP IN THE CONTEXT OF ORGANIZATIONAL CHANGE

Abstract

Organizational change is an inevitable aspect of today's dynamic business environment. In this process of change in organizations, it is of great importance that employees are open to change and that this change results in success. One of the factors that provides this condition is the behaviour of the leader. The transformational leader tries to create the best vision for the organization by taking into account the wishes and needs of the employees during the change. This way, they can establish a bridge between the organization and the employee by bringing them together on a common ground. In this respect, the transformational leader ensures that the employee has positive feelings towards the organization. In addition, the transparency of internal communication within the organization will reduce the resistance of employees to change and even enables them to support this situation. These factors play important roles in the successful implementation of change in organizations. The present article aimed to guide the successful realization of organizational change by establishing a relationship between the concepts of organizational change, transformational leadership, inter-organization transparent communication, and employees' openness to change hoping to contribute to the management literature. In addition, another objective was to contribute to attracting the attention of organizations to the importance of these elements and thus to increase the probability of success of change practices in the change management process.

Keywords

• Organizational Change
• Openness to Change
• Inter Organization Transparent Communication
• Transformational Leader

ÖRGÜTSEL DEĞİŞİM BAĞLAMINDA ÇALIŞANLARIN DEĞİŞİME AÇIKLIĞI, DÖNÜŞÜMCÜ LİDER VE ÖRGÜT İÇİ ŞEFFAF İLETİŞİM İLİŞKİSİ

Abstract

Örgütsel değişim, günümüzün dinamik iş ortamının kaçınılmaz bir yönüdür. Örgütlerin bu değişim sürecinde, çalışanların değişime açık olması ve değişimin başarı ile sonuçlanmasında büyük önem taşımaktadır. Bu durumu sağlayan faktörlerden biri de liderin sergilediği davranışlardır. Dönüşümcü lider değişim esnasında çalışanların istek ve ihtiyaçlarını dikkate alarak örgüt için en iyi vizyonu oluşturmaya çalışmaktadır. Bu şekilde, örgüt ile çalışanı ortak bir paydada buluşturarak aralarında bir köprü görevi kurmaktadır. Bu açıdan dönüşümcü lider, çalışanın örgüte olumlu duygular beslemesini sağlamaktadır. Bunun yanı sıra, örgüt içindeki iç iletişimin şeffaf olması çalışanların değişime gösterecekleri direnci kıracak hatta bu durumu desteklemelerini sağlayacaktır. Bu faktörler, örgütlerdeki değişimin başarı ile uygulanmasında önemli bir rol oynamaktadır. Dolayısıyla makale, örgütsel değişim, dönüşümcü liderlik, örgüt içi şeffaf iletişim ve çalışanların değişime açık olması kavramları arasında ilişki kurarak özellikle örgütsel değişimin başarılı bir şekilde gerçekleşmesine yol göstermeyi hedeflemekte ve aynı zamanda yönetim literatürüne katkı sağlamayı amaçlamaktadır. Bunun yanı sıra, örgütlerin bu unsurların önemi konusunda dikkatlerinin çekilmesine ve bu şekilde değişim yönetimi sürecinde değişim uygulamalarının başarılı olma olasılıklarının artmasına katkı sunmayı hedeflemektedir.

Keywords

• Örgütsel Değişim
• Değişime Açıklık
• Örgüt İçi Şeffaf İletişim
• Dönüşümcü Lider

References

1. Augustsson, H., Richter, A., Hasson, H., & von Thiele Schwarz, U. (2017). The need for dual openness to change: A longitudinal study evaluating the impact of employees’ openness to organizational change content and process on intervention outcomes. The Journal of Applied Behavioral Science, 53(3), 349–368.
2. Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). Leading in the 1990s: The four I′ s of transformational leadership. Journal of European industrial training, 15(4), 9-16.
3. Axtell, C., Wall, T., Stride, C., Pepper, K., Clegg, C., Gardner, P., & Bolden, R. (2002). Familiarity breeds content: The impact of exposure to change on employee openness and well‐being. Journal of Occupational and Organizational Psychology, 75(2), 217-231.
4. Bass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26-40.
5. Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
6. Bass, B. M., ve Avolio, B. J. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 112-121.
7. Belias, D., ve Koustelios, A. (2014). Transformational leadership and job satisfaction in the banking sector: A review. International Review of Management and Marketing, 4(3), 187-200.
8. Choi, M. (2011). A study on individual readiness for organizational change (Unpublished Doctoral dissertation). University of Georgia.

9. Curado, C., ve Santos, R. (2022). Transformational leadership and work performance in health care: the mediating role of job satisfaction. Leadership in Health Services, 35(2), 160-173.
10. Eisenbach, R., Watson, K. and Pillai, R. (1999), Transformational leadership in the context of organizational change. Journal of Organizational Change Management, 12(2), 80-89.
11. Fugate, M., ve Kinicki, A. J. (2008). A dispositional approach to employability: Development of a measure and test of implications for employee reactions to organizational change. Journal of Occupational and Organizational Psychology, 81(3), 503-527.
12. García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of Business Research, 65(7), 1040-1050.
13. Herold, D. M., Fedor, D. B., Caldwell, S., ve Liu, Y. (2008). The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. Journal of Applied Psychology, 93(2), 346–357.
14. Jiang, H., ve Men, R. L. (2017). Creating an engaged workforce: The impact of authentic leadership, transparent organizational communication, and work-life enrichment. Communication Research, 44(2), 225-243.
15. Lee, Y., ve Li, J.-Y. (2019). The value of internal communication in enhancing employees’ health information disclosure intentions in the workplace. Public Relations Review, 1-9.
16. Li, J. Y., Sun, R., Tao, W., & Lee, Y. (2021). Employee coping with organizational change in the face of a pandemic: The role of transparent internal communication. Public Relations Review, 47(1), 1-11.
17. McCartt, A. T., & Rohrbaugh, J. (1995). Managerial openness to change and the introduction of GDSS: Explaining initial success and failure in decision conferencing. Organization Science, 6(5), 569–584.
18. Men, L. R., ve Stacks, D. (2014). The effects of authentic leadership on strategic internal communication and employee-organization relationships. Journal of Public Relations Relations Research, 26(4), 301–324.
19. Miller, V. D., Johnson, J. R., & Grau, J. (1994). Antecedents to willingness to participate in a planned organizational change. Journal of Applied Communication Research, 22, 59-80.
20. Rawlins, B. (2008). Give the emperor a mirror: Toward developing a stakeholder measurement of organizational transparency. Journal of Public Relations Research, 21(1), 71–99.
21. Wanberg, C. R., ve Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85(1), 132-142.
22. Wang, G., Oh, I. S., Courtright, S. H., ve Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270.
23. Yue, C. A., Men, L. R., ve Ferguson, M. A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public Relations Review, 45(3), 101779.