1,720,963 research outputs found
Factors Influencing the Success of Organisational Change Efforts: The Mediating Role of Individuals' Change Perceptions
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The Moderating Role of Organisational Context on Relationships between Transformational Leadership Behaviours and Follower Outcomes
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Dimensions of transformational leadership: Conceptual and empirical extensions
No full textThis study identified aspects of transformational leadership theory that have resulted in a lack of empirical support for the hypothesized factor structure of the model, and very strong relationships among the leadership components. We proposed five more focused subdimensions of transformational leadership including vision, inspirational communication, intellectual stimulation, supportive leadership, and personal recognition. Confirmatory factor analyses provided support for the hypothesized factor structure of the measures selected to assess these subdimensions, and also provided support for the discriminant validity of the subdimensions with each other. After controlling for the effects of common method variance, a number of the subdimensions of transformational leadership demonstrated significant unique relationships with a range of outcomes. Results provided initial support for the five subdimensions of transformational leadership that were identified. (C) 2004 Elsevier Inc. All rights reserved
Flexibility, the Cornerstone of Alliance Contracting: An Illustration in an Australian Construction Project
No full textHuman Resource Due Diligence - Designing a Strategic Human Resource Management Tool in the context of Mergers and Acquisitions
No full textAn examination of the antecedents of readiness for fine-tuning and corporate transformation changes
No full textThis study examined employee readiness for fine-tuning changes and for corporate transformation changes. It was proposed that employees would report different degrees of readiness for these two types of change and that different variables would be associated with readiness for the two types of change. Results of regression analyses indicated that trust in peers and logistics and system support displayed strong positive relationships with readiness for fine-tuning changes, while trust in senior leaders and self-efficacy displayed strong positive relationships with readiness for corporate transformation changes. The implications of this study focus on the appropriateness of traditional change management strategies in light of findings that multiple change readiness attitudes exist within an organization
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