Refine your search
Collections
Co-Authors
Year
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Talwar, Toran (Kapoor)
- Supportive Leader as a Predictor Change Readiness
Abstract Views :241 |
PDF Views:0
Authors
Affiliations
1 Assistant Professor, Department of Psychology, School of Humanities and Social Sciences, Sharda University, Greater Noida - 201310, Uttar Pradesh, IN
1 Assistant Professor, Department of Psychology, School of Humanities and Social Sciences, Sharda University, Greater Noida - 201310, Uttar Pradesh, IN
Source
ANVESHAK-International Journal of Management, Vol 9, No 2 (2020), Pagination: 71-92Abstract
Although technological innovations in the oil and gas sector have upgraded the extraction of hydrocarbons, the ever-expanding demand of crude oil and natural gas has pulled in exorbitant investment to increase extraction of hydrocarbons, these investments are has been observed to be in growing trend. The industry is constantly facing technological changes. The present research suggests that in order to make the implementation of new technologies successful, leader needs to prepare the employees for change thus steer the organization for success. With help of two separate questionnaires, data was collected from 146 employees of Oil & Gas exploration and production organizations. Exploratory factor analysis was computed in SPSS 20 to find the underlying construct of the two questionnaires. Further, the extracted factors were correlated. With Smart PLS 3, the relation between supportive leader and change readiness was computed. Reliabilities of both the questionnaires are more than 0.85. Positive correlation (0.463) was found between the two variables. PLS_SEM 3 confirmed the relationship between supportive leader and change readiness (t = 8.168 and R square = 0.252).The study concludes that subordinates who receive support and benefits from their leaders are ready to accept change. Conclusions from the study can further be hypothesized for future researches. This study suffers from the usual limitations of survey research method. Including more variable that would increase the explained variance in change readiness can enhance the scope of research. The present study shall help organizations to recognize supportive leaders and their role in effective change management and acceleration of the same.Keywords
Supportive Leader, Subordinate, Change Readiness, Exploratory Factor Analysis, PLS-SEM
References
- Avolio, B. J., and Bass, B. M. (1995), “Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the influence of transformational leadership”, Leadership Quarterly, 1995, Vol. 6, pp. 199-218. https://doi.org/10.1016/10489843(95)90035-7.
- Beaudan, E. (2006), “Making change last: how to get beyond change fatigue”. Ivey Business Journal Online, 2006, Vol. 70(3), pp. 1-7. https://doi.org/10.1108/sd.2006.05622gad.010.
- Bernerth, J. (2004), “Expanding our understanding of the change message”, Human Resource Development Review, 2006, Vol. 3(1), pp. 36-52. https://doi.org/10.1177/1534484303261230. PMCid: PMC6278029.
- Carneiro, A. (2008), “When leadership means more innovation and development”, Business Strategy Series, 2008, Vol. 9(4), pp. 176-184. https://doi.org/10.1108/17515630810891843.
- Denning, S. (2005), “Transformational innovation: A journey by narrative”, Strategy and Leadership, 2005, Vol. 33(3), pp. 11-16. https://doi.org/10.1108/10878570510700119.
- Fornell, C. & Larcker, D. (1981), “Structural equation models with unobservable variables and measurement error”, Journal of Marketing Research, 1981, Vol. 18, pp. 39-50. https://doi.org/10.1177/002224378101800104.
- Gilley, A., Dixon, P. & Gilley, J.W. (2008), “Characteristics of leadership effectiveness: Implementing change and driving innovation in organizations”, Human Resource Development Quarterly, 2008, Vol.
- (2), pp. 153-169. https://doi.org/10.1002/hrdq.1232.
- Goleman, D., Boyatzis, R. & McKee, A. (2002), Primal leadership: Learning to lead with emotional intelligence. Boston, MA: Harvard Business School Press.
- Hair, J. F., Tatham, R. L., Anderson, R. E. & Black, W. (2012), Multivariate Data Analyses, 7th edition: Prentice Hall.
- Heuvel, M.V.D., Demerouti, E. & Bakker, A.B. (2014), “How psychological resources facilitate adaptation to organizational change”, European Journal of Work and Organizational Psychology, 2014, Vol. 23(6), pp. 847-858. https://doi.org/10.1080/135943 2X.2013.817057.
- Hope, O. (2010), “The politics of middle management sensemaking and sensegiving”, Journal of Change Management, 2010. Vol. 10(2), pp. 195-215. https://doi.org/10.1080/14697011003795669.
- Hu, L.-T. & Bentler, P.M. (1999), “Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives”, Structural Equation Modeling, 1999, 6(1), pp. 1-55.
- https://doi.org/10.1080/10705519909540118.
- Kaiser, H.F. & Rice, J. (1974), “Little Jiffy, Mark IV”, Educational and Psychology Measurement, 1974, Vol. 34, pp. 111-117. https://doi.org/10.1177/001316447403400115.
- Kotter, J. P. & Schlesinger, L. A. (2008),” Best of HBR: Choosing Strategies for Change”, Harvard Business Review, 2008 July-August, pp. 130-138. Retrieved from http://www.scribd.com/doc/22824751/ Choosing-Strategy-for-Change.
- Lewin, K. (1951), Field theory in social sciences. New York: Harper and Row.
- MacIntosh, R., Beech, N., McQueen, J. & Reid, I. (2007), “Overcoming change fatigue: Lessons from Glasgow’s National Health Service”, The Journal of Business Strategy, 2007, Vol. 28(6), pp. 18-24. https://doi.org/10.1108/02756660710835879.
- Madsen, S.R., Miller, D. & Cameron, J. (2005), Readiness for Organizational Change. Western Academy of Management. Las Vegas, Nevada. Available at: http://works.bepress.com/susan_madsen/33.
- Malhotra, N.K. (2008), Marketing Research: An Applied Orientation, 5/E, Pearson Education, India.
- Nunally, J.C. (1988), Psychometric Theory. Eaglewood-Cliffs, New Jersey: McGraw Hill Book Company.
- Nunnally, J.C. (1978), Psychometric Theory. New York: McGraw Hill.
- Peroune, D.L. (2007), “Tacit knowledge in the workplace: The facilitating role of peer relationships”, Journal of European Industrial Training, 2007, Vol. 31(4), pp. 244-58. https://doi.org/10.1108/03090590710746414.
- Rowden, R.W. (2001), “The learning organization and strategic change”, S.A.M. Advanced Management Journal, 2001, Vol. 66(3), pp. 11-24.
- Schyns, B. & Wolfram, H.J. (2008), “The relationship between leadermember exchange and outcomes as rated by leaders and followers”, Leadership and Organization Development Journal, 2008, Vol. 29, pp.
- -46. https://doi.org/10.1108/01437730810906362.
- Shah, N. & Shah, S.G.S. (2010), “Relationships between employee readiness for organisational change, supervisor and peer relations and demography”, Journal of Enterprise Information Management, 2010, Vol. 23(5) pp. 640-652. https://doi.org/10.1108/17410391011083074.