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EFFECTS OF TRANSFORMATIONAL LEADERSHIP ON ORGANIZATIONAL CHANGE MANAGEMENT AND ORGANIZATIONAL AMBIDEXTERITY

Yıl 2021, Cilt: 10 Sayı: 20, 15 - 25, 31.12.2021

Öz

This study analysis the effect of transformational leadership on organizational change management and organizational ambidexterity in the construction industry. The purpose of this study is to define to what extent transformational leadership promotes organizational change management and organizational ambidexterity. Compared to existing studies, this study has a difference. This difference arises from the inclusion of the organizational ambidexterity concept in the same work with the transformational leadership and organizational change management concepts. Moreover, it is thought that the topics used in this study can be used in more advanced models in the future. In order to make analysis on this research, a survey study was applied on the employees of construction firms in the city of Muğla. According to the results of the research, it is observed that transformational leadership has a positive effect on organizational learning capability and organizational ambidexterity.

Kaynakça

  • Alghamdi, F. (2018). Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance. Journal of Innovation and Entrepreneurship, 7(1), 1-14.
  • Asif, M. (2019). Exploring the role of core and infrastructure quality management practices in ambidexterity. Total Quality Management & Business Excellence, 30(9-10), 990-1004.
  • Asif, M., and de Vries, H. J. (2015). Creating ambidexterity through quality management. Total Quality Management & Business Excellence, 26(11-12), 1226-1241.
  • Avolio, B. J, Bass, B. M., and Jung, G. I. (1999). Re-examining the components of transformational and transactional leadership using the multifactor leadership questionnaire. Journal of Occupational and Organizational Psychology, 72(1), 441-462.
  • Baskarada, S., Watson, J., and Cromarty, J. (2016). Leadership and organizational ambidexterity. Journal of Management Development, 35(6), 778-788.
  • Bass, B. M. (1985). Transformational leadership and performance beyond expectation. New York. Free Press.
  • Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
  • Bass, B. M., and Avolio, B. J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire. Palo Alto, CA. Mind Garden.
  • Bass, B. M, Jung, D. I, Avolio, B. J., and Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(1), 207-218.
  • Bass, B. M., and Riggio, R. E. (2006). Transformational leadership (2nd Eds.). Mahwah, NJ. Lawrence Erlbaum.
  • Baum, J. A., and Korn, H. J. (1996). Competitive dynamics of interfirm rivalry. Academy of Management Journal, 39(1), 255-291.
  • Beckman, C. M. (2006). The influence of founding team company affiliations on firm behavior. Academy of Management Journal, 49(4), 741-758.
  • Berson, Y., Nemanich, L.A., Waldman, D.A., Galvin, B.M., and Keller, R.T. (2006). Leadership and organizational learning: A multiple levels perspective. The Leadership Quarterly, 17(6), 577-594.
  • Burke. W. W. (2017). Organization change: Theory and practice. Sage.
  • Chang, Y-Y. (2016). High-performance work systems, joint impact of transformational leadership, an empowerment climate and organizational ambidexterity: Cross level evidence. Journal of Organizational Change Management, 29(3), 424-444.
  • Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider’s perspective on these developing streams of research. Leadership Quarterly, 10(2), 145-179.
  • Çömez, P. (2007). Değişim yönetiminde dönüştürücü liderlik davranışlarının firma performansına etkileri üzerine bir araştırma (Thesis no. 210682) [Doctoral thesis, Gebze Institute of Technology]. Ulusal Tez Merkezi.
  • Daft, R. L. (2001). Organization theory and design (7th Eds.). USA. South Western College Publishing.
  • Daft, R. L., (2008). The leadership experience (4th Eds.). USA. Thomson South-Western.
  • Ghazali, R., Ahmad, A., Uli, J., Suandi, T., and Hassan, S. A. (2008). Commitment to change among managers in a selected service organization in Malaysia. The International Journal of the Humanities, 6(8), 123-134.
  • Hallinger, P. (2003). Leading educational change: reflections on the practice of instructional and transformational leadership. Cambridge Journal of Education, 33(3), 329-352.
  • Hammer, M. (1990). Reengineering work: Don’t automate, obliterate. Harvard Business Review, (July-August), 104-112.
  • He, Z., and Wong, P. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494.
  • Herold, D. M, Fedor, D. B, Liu, Y., and Caldwell, S. (2008). The effects of transformational and change leadership on employees’ commitment to change: A multilevel study. Journal of Applied Psychology, 93(2), 346-357.
  • Hoag, B. G, Ritschard, H. V., and Cooper, C. L. (2002). Obstacles to effective organizational change: The underlying reasons. Leadership & Organization Development Journal, 23(1), 6-15.
  • Hughes, M. (2018). Organisational ambidexterity and firm performance: Burning research questions for marketing scholars. Journal of Marketing Management, 34(1-2), 178-229.
  • Hughes, R. L, Ginnett, R. C., and Curphy, G. J. (2012). Leadership: Enhancing the lessons of experience (7th Eds). Irvin. Mc Graw Hill.
  • Jansen, J.J, George, G, Frans, A.J, Van den Bosch, F. A. J., and Volberda, H. W. (2008). Senior team attributes and organizational ambidexterity: The moderating role of transformational leadership. Journal of Management Studies, 45(5), 982-1007.
  • Jansen, J. J, Van den Bosch, F. A. J., and Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661-1674.
  • Katou, A. A., Budhwar, P. S., and Patel, C. (2021). A trilogy of organizational ambidexterity: Leader’s social intelligence, employee work engagement and environmental changes. Journal of Business Research, 128(1), 688-700.
  • Knight, E., and Cuganesan, S. (2020). Enabling organizational ambidexterity: Valuation practices and the senior leadership team. Human Relations, 73(2), 190-214.
  • Kotter, J. P. (1996). Leading change. Boston. Hardward Business School Press.
  • Levinthal, D. A., and March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14(1), 95-112.
  • Lewis, M. W. (2000). Exploring paradox: toward a more comprehensive guide. Academy of Management Review, 25(4), 760-775.
  • Li, C. R., Lin, C. J., and Tien, Y. H. (2015). CEO transformational leadership and top manager ambidexterity: An empirical study in Taiwan SMEs. Leadership & Organization Development Journal, 36(8), 927-954.
  • Liu, B. F., Bartz, L., and Duke, N. (2016). Communicating crisis uncertainty: A review of the knowledge gaps. Public Relations Review, 42(3), 479-487.
  • Lumbatkin, M. H, Simsek, Z, Ling, Y., and Veiga, J. F. (2006). Ambidexterity and performance in small to medium sized firms: the pivotal role of top management team behavioral integration. Journal of Management, 32(1), 646-672.
  • Madsen, M. T., and Albrechtsen, C. (2008). Competing discourses of leadership transformational leadership as blurring mechanisms for masculinities in Denmark. Scandinavian Journal of Management, 24(1), 343-353.
  • March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87.
  • Montana, P. J., and Charnov, B. H. (2008). Management, New York. Barron’s Educational Series.
  • Menguc, B., and Auh, S. (2008). The asymmetric moderating role of market orientation on the ambidexterity-firm performance relationship for prospectors and defenders. Industrial Marketing Management, 37(1), 455-470.
  • Ojha, D., Acharya, C., and Cooper, D. (2018). Transformational leadership and supply chain ambidexterity: Mediating role of supply chain organizational learning and moderating role of uncertainty. International Journal of Production Economics, 197(1), 215-231.
  • O'Reilly, C. A., and Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Research in Organizational Behavior, 28(1), 185-206.
  • Oreg, S., Bartunek, J.M., Lee, G., and Do, B. (2018). An affect-based model of recipients’ responses to organizational change events. The Academy of Management Review, 43(1), 65-86.
  • Rashid, Z. A, Sambasivan, M., and Rahman, A. A. (2004). The influence of organizational culture on attitudes toward organizational change. Leadership and Organization Development Journal, 25(2), 161-179.
  • Sung, W., and Kim, C. (2021). A study on the effect of change management on organizational innovation: Focusing on the mediating effect of members’ innovative behavior. Sustainability, 13(4), 2079. https://doi.org/10.3390/su13042079.
  • Swart, J., Turner, N., Van Rossenberg, Y., and Kinnie, N. (2016). Who does what in enabling ambidexterity? Individual actions and HRM practices. The International Journal of Human Resource Management, 30(4), 208-235.
  • Tushman, M. L., and O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(1), 8-29.
  • Vera, D., and Crossan, M. M. (2004). Strategic leadership and organization learning. Academy of Management Review, 29(1), 222-240.
  • Vinekar, V, Slinkman, C. W., and Nerur, S. (2006). Can agile and traditional systems development approaches coexist? An ambidextrous view. Information Systems Management, 23(3), 31-42.
  • Yıldız-Özsalmanlı, A. (2014). Muğla kenti ve muğla büyükşehir belediyesi yönetimi. Adnan Menderes University Journal of Social Sciences Institute, 1,136-159.
  • Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10(2), 285-305.
  • Zuraik, A., and Kelly, L. (2018). The role of CEO transformational leadership and innovation climate in exploration and exploitation. European Journal of Innovation Management, 22(1), 84-104.

Dönüşümcü Liderliğin Örgütsel Değişim Yönetimi ve Örgütsel Çift Yeteneklilik Üzerindeki Etkileri

Yıl 2021, Cilt: 10 Sayı: 20, 15 - 25, 31.12.2021

Öz

Bu çalışma, inşaat sektöründe dönüşümcü liderliğin örgütsel değişim yönetimi ve örgütsel çift yeteneklilik üzerindeki etkilerini analiz etmektedir. Bu çalışmanın amacı, dönüşümcü liderliğin örgütsel değişim yönetimini ve örgütsel çift yetenekliliği ne ölçüde desteklediğini tanımlamaktır. Var olan çalışmalar ile karşılaştırıldığında bu çalışma bir farklılığa sahiptir. Bu farklılık örgütsel çift yeteneklilik konusunun dönüşümcü liderlik ve örgütsel değişim yönetimi konularıyla aynı çalışmaya dâhil edilmesiyle oluşmaktadır. Ayrıca, bu çalışmada kullanılan konuların ileriki konularda daha gelişmiş modellerde kullanılabileceği düşünülmektedir. Bu araştırma üzerine analiz yapılabilmesi için Muğla ili inşaat sektörü çalışanları üzerinde bir anket çalışması uygulanmıştır. Araştırma sonuçlarına göre dönüşümcü liderliğin örgütsel öğrenme yeteneği ve örgütsel çift yeteneklilik üzerinde pozitif etkiye sahip olduğu gözlemlenmektedir.

Kaynakça

  • Alghamdi, F. (2018). Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance. Journal of Innovation and Entrepreneurship, 7(1), 1-14.
  • Asif, M. (2019). Exploring the role of core and infrastructure quality management practices in ambidexterity. Total Quality Management & Business Excellence, 30(9-10), 990-1004.
  • Asif, M., and de Vries, H. J. (2015). Creating ambidexterity through quality management. Total Quality Management & Business Excellence, 26(11-12), 1226-1241.
  • Avolio, B. J, Bass, B. M., and Jung, G. I. (1999). Re-examining the components of transformational and transactional leadership using the multifactor leadership questionnaire. Journal of Occupational and Organizational Psychology, 72(1), 441-462.
  • Baskarada, S., Watson, J., and Cromarty, J. (2016). Leadership and organizational ambidexterity. Journal of Management Development, 35(6), 778-788.
  • Bass, B. M. (1985). Transformational leadership and performance beyond expectation. New York. Free Press.
  • Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
  • Bass, B. M., and Avolio, B. J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire. Palo Alto, CA. Mind Garden.
  • Bass, B. M, Jung, D. I, Avolio, B. J., and Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(1), 207-218.
  • Bass, B. M., and Riggio, R. E. (2006). Transformational leadership (2nd Eds.). Mahwah, NJ. Lawrence Erlbaum.
  • Baum, J. A., and Korn, H. J. (1996). Competitive dynamics of interfirm rivalry. Academy of Management Journal, 39(1), 255-291.
  • Beckman, C. M. (2006). The influence of founding team company affiliations on firm behavior. Academy of Management Journal, 49(4), 741-758.
  • Berson, Y., Nemanich, L.A., Waldman, D.A., Galvin, B.M., and Keller, R.T. (2006). Leadership and organizational learning: A multiple levels perspective. The Leadership Quarterly, 17(6), 577-594.
  • Burke. W. W. (2017). Organization change: Theory and practice. Sage.
  • Chang, Y-Y. (2016). High-performance work systems, joint impact of transformational leadership, an empowerment climate and organizational ambidexterity: Cross level evidence. Journal of Organizational Change Management, 29(3), 424-444.
  • Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider’s perspective on these developing streams of research. Leadership Quarterly, 10(2), 145-179.
  • Çömez, P. (2007). Değişim yönetiminde dönüştürücü liderlik davranışlarının firma performansına etkileri üzerine bir araştırma (Thesis no. 210682) [Doctoral thesis, Gebze Institute of Technology]. Ulusal Tez Merkezi.
  • Daft, R. L. (2001). Organization theory and design (7th Eds.). USA. South Western College Publishing.
  • Daft, R. L., (2008). The leadership experience (4th Eds.). USA. Thomson South-Western.
  • Ghazali, R., Ahmad, A., Uli, J., Suandi, T., and Hassan, S. A. (2008). Commitment to change among managers in a selected service organization in Malaysia. The International Journal of the Humanities, 6(8), 123-134.
  • Hallinger, P. (2003). Leading educational change: reflections on the practice of instructional and transformational leadership. Cambridge Journal of Education, 33(3), 329-352.
  • Hammer, M. (1990). Reengineering work: Don’t automate, obliterate. Harvard Business Review, (July-August), 104-112.
  • He, Z., and Wong, P. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494.
  • Herold, D. M, Fedor, D. B, Liu, Y., and Caldwell, S. (2008). The effects of transformational and change leadership on employees’ commitment to change: A multilevel study. Journal of Applied Psychology, 93(2), 346-357.
  • Hoag, B. G, Ritschard, H. V., and Cooper, C. L. (2002). Obstacles to effective organizational change: The underlying reasons. Leadership & Organization Development Journal, 23(1), 6-15.
  • Hughes, M. (2018). Organisational ambidexterity and firm performance: Burning research questions for marketing scholars. Journal of Marketing Management, 34(1-2), 178-229.
  • Hughes, R. L, Ginnett, R. C., and Curphy, G. J. (2012). Leadership: Enhancing the lessons of experience (7th Eds). Irvin. Mc Graw Hill.
  • Jansen, J.J, George, G, Frans, A.J, Van den Bosch, F. A. J., and Volberda, H. W. (2008). Senior team attributes and organizational ambidexterity: The moderating role of transformational leadership. Journal of Management Studies, 45(5), 982-1007.
  • Jansen, J. J, Van den Bosch, F. A. J., and Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661-1674.
  • Katou, A. A., Budhwar, P. S., and Patel, C. (2021). A trilogy of organizational ambidexterity: Leader’s social intelligence, employee work engagement and environmental changes. Journal of Business Research, 128(1), 688-700.
  • Knight, E., and Cuganesan, S. (2020). Enabling organizational ambidexterity: Valuation practices and the senior leadership team. Human Relations, 73(2), 190-214.
  • Kotter, J. P. (1996). Leading change. Boston. Hardward Business School Press.
  • Levinthal, D. A., and March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14(1), 95-112.
  • Lewis, M. W. (2000). Exploring paradox: toward a more comprehensive guide. Academy of Management Review, 25(4), 760-775.
  • Li, C. R., Lin, C. J., and Tien, Y. H. (2015). CEO transformational leadership and top manager ambidexterity: An empirical study in Taiwan SMEs. Leadership & Organization Development Journal, 36(8), 927-954.
  • Liu, B. F., Bartz, L., and Duke, N. (2016). Communicating crisis uncertainty: A review of the knowledge gaps. Public Relations Review, 42(3), 479-487.
  • Lumbatkin, M. H, Simsek, Z, Ling, Y., and Veiga, J. F. (2006). Ambidexterity and performance in small to medium sized firms: the pivotal role of top management team behavioral integration. Journal of Management, 32(1), 646-672.
  • Madsen, M. T., and Albrechtsen, C. (2008). Competing discourses of leadership transformational leadership as blurring mechanisms for masculinities in Denmark. Scandinavian Journal of Management, 24(1), 343-353.
  • March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87.
  • Montana, P. J., and Charnov, B. H. (2008). Management, New York. Barron’s Educational Series.
  • Menguc, B., and Auh, S. (2008). The asymmetric moderating role of market orientation on the ambidexterity-firm performance relationship for prospectors and defenders. Industrial Marketing Management, 37(1), 455-470.
  • Ojha, D., Acharya, C., and Cooper, D. (2018). Transformational leadership and supply chain ambidexterity: Mediating role of supply chain organizational learning and moderating role of uncertainty. International Journal of Production Economics, 197(1), 215-231.
  • O'Reilly, C. A., and Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Research in Organizational Behavior, 28(1), 185-206.
  • Oreg, S., Bartunek, J.M., Lee, G., and Do, B. (2018). An affect-based model of recipients’ responses to organizational change events. The Academy of Management Review, 43(1), 65-86.
  • Rashid, Z. A, Sambasivan, M., and Rahman, A. A. (2004). The influence of organizational culture on attitudes toward organizational change. Leadership and Organization Development Journal, 25(2), 161-179.
  • Sung, W., and Kim, C. (2021). A study on the effect of change management on organizational innovation: Focusing on the mediating effect of members’ innovative behavior. Sustainability, 13(4), 2079. https://doi.org/10.3390/su13042079.
  • Swart, J., Turner, N., Van Rossenberg, Y., and Kinnie, N. (2016). Who does what in enabling ambidexterity? Individual actions and HRM practices. The International Journal of Human Resource Management, 30(4), 208-235.
  • Tushman, M. L., and O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(1), 8-29.
  • Vera, D., and Crossan, M. M. (2004). Strategic leadership and organization learning. Academy of Management Review, 29(1), 222-240.
  • Vinekar, V, Slinkman, C. W., and Nerur, S. (2006). Can agile and traditional systems development approaches coexist? An ambidextrous view. Information Systems Management, 23(3), 31-42.
  • Yıldız-Özsalmanlı, A. (2014). Muğla kenti ve muğla büyükşehir belediyesi yönetimi. Adnan Menderes University Journal of Social Sciences Institute, 1,136-159.
  • Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10(2), 285-305.
  • Zuraik, A., and Kelly, L. (2018). The role of CEO transformational leadership and innovation climate in exploration and exploitation. European Journal of Innovation Management, 22(1), 84-104.
Toplam 53 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Gizem Yılmaz Kozcu 0000-0001-8519-8439

Ömür Özmen 0000-0002-3379-317X

Yayımlanma Tarihi 31 Aralık 2021
Yayımlandığı Sayı Yıl 2021 Cilt: 10 Sayı: 20

Kaynak Göster

APA Yılmaz Kozcu, G., & Özmen, Ö. (2021). EFFECTS OF TRANSFORMATIONAL LEADERSHIP ON ORGANIZATIONAL CHANGE MANAGEMENT AND ORGANIZATIONAL AMBIDEXTERITY. Global Journal of Economics and Business Studies, 10(20), 15-25.