{"title":"领导者对员工变革激励态度的促进作用:组织应对变革的序贯中介模型","authors":"M. N. Islam","doi":"10.1177/23220937231176164","DOIUrl":null,"url":null,"abstract":"The aim of this study is to investigate the influence of transformational leadership on employees’ change championing behaviour, and the mediating roles of employees’ trust in leadership and employees’ work engagement in the relationship between transformational leadership and employees’ change championing behaviour. The research was conducted among 379 employees in the banking sector of Bangladesh. The findings revealed a significant and positive impact of transformational leadership on employees’ change championing behaviour. Furthermore, the study identified that employees’ trust in leadership and WE play important mediating roles, individually and sequentially, in the relationship between transformational leadership and employees’ change championing behaviour during change management in the Bangladesh banking sector. This study contributes to our understanding of how transformational leadership promotes employees’ change championing behaviour and underscores the effectiveness of transformational leadership in fostering employees’ trust in leadership and work engagement. Additionally, this study emphasises the importance of employees’ trust in leadership and work engagement in the context of organisational change implementation.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":1.4000,"publicationDate":"2023-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Leaders’ Part in Boosting Change Encouraging Attitude of Employee: The Sequential Mediation Model of Dealing Change in the Organisation\",\"authors\":\"M. N. Islam\",\"doi\":\"10.1177/23220937231176164\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"The aim of this study is to investigate the influence of transformational leadership on employees’ change championing behaviour, and the mediating roles of employees’ trust in leadership and employees’ work engagement in the relationship between transformational leadership and employees’ change championing behaviour. The research was conducted among 379 employees in the banking sector of Bangladesh. The findings revealed a significant and positive impact of transformational leadership on employees’ change championing behaviour. Furthermore, the study identified that employees’ trust in leadership and WE play important mediating roles, individually and sequentially, in the relationship between transformational leadership and employees’ change championing behaviour during change management in the Bangladesh banking sector. This study contributes to our understanding of how transformational leadership promotes employees’ change championing behaviour and underscores the effectiveness of transformational leadership in fostering employees’ trust in leadership and work engagement. Additionally, this study emphasises the importance of employees’ trust in leadership and work engagement in the context of organisational change implementation.\",\"PeriodicalId\":42119,\"journal\":{\"name\":\"South Asian Journal of Human Resource Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":1.4000,\"publicationDate\":\"2023-08-03\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"South Asian Journal of Human Resource Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1177/23220937231176164\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"South Asian Journal of Human Resource Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1177/23220937231176164","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
Leaders’ Part in Boosting Change Encouraging Attitude of Employee: The Sequential Mediation Model of Dealing Change in the Organisation
The aim of this study is to investigate the influence of transformational leadership on employees’ change championing behaviour, and the mediating roles of employees’ trust in leadership and employees’ work engagement in the relationship between transformational leadership and employees’ change championing behaviour. The research was conducted among 379 employees in the banking sector of Bangladesh. The findings revealed a significant and positive impact of transformational leadership on employees’ change championing behaviour. Furthermore, the study identified that employees’ trust in leadership and WE play important mediating roles, individually and sequentially, in the relationship between transformational leadership and employees’ change championing behaviour during change management in the Bangladesh banking sector. This study contributes to our understanding of how transformational leadership promotes employees’ change championing behaviour and underscores the effectiveness of transformational leadership in fostering employees’ trust in leadership and work engagement. Additionally, this study emphasises the importance of employees’ trust in leadership and work engagement in the context of organisational change implementation.
期刊介绍：
South Asian Journal of Human Resources Management (SAJHRM) is a peer-reviewed scholarly outlet for publications on HRM in and out of South Asia. It includes countries that are members of the South Asian Association for Regional Cooperation (SAARC), namely, Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. In terms of the discipline focus, all articles broadly focusing on the theory and practice of managing human resources for the benefit of individuals, firms and community at large will be acceptable. In view of the contemporary focus on Strategic HRM, the journal coverage would also include comparative research and other related management disciplines as long as one of the key aims of the manuscript is on harnessing the potential of human capital. Considering the uneven economic development within the South Asian region, the journal encourages potential authors to explore broader implications of their scholarly views and findings on the region as a whole. A distinguishing feature of the journal is its focus on “HR in Practice”. Apart from theory, it will pay significant attention on how HRM is practiced in and out of South Asia. The journal features conceptual and empirical research papers, research notes, interviews, case studies and book reviews. In short, to be considered for publication, a manuscript should broadly focus on managing people and contextualised within one or more South Asian countries at the firm, regional, national and international levels.
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