Leadership behaviours that foster organisational identification during change

Abstract

PurposeTo better understand how leadership behaviours are operationalised to foster organisational identification during change, to maximise the success of change initiatives.Design/methodology/approachUtilising the Delphi Technique, 15 Australian senior leaders and leadership subject matter experts were canvassed regarding their opinions on the role of leadership in nurturing organisational identification during change. Their perspectives on a preliminary leadership competency framework developed in an earlier research phase were also obtained.FindingsOrganisational identification was considered an important organisational construct that can yield a range of positive outcomes – including when guiding organisations (and their members) through change. However, organisational identification currently appears to be more of an academic term than a concept employed in leadership practice. Four key themes emerged regarding the leadership behaviours deemed most effective when encouraging organisational identification during change: (1) effective communication, (2) focus on relationships, (3) stewardship of the organisation and the change it is undertaking, and (4) management of self. The refined leadership competency framework consisted of 12 competencies within four competency domains: (1) Leadership and governance in organisational change, (2) Relationship management and communication skills, (3) Management of people, organisational systems and processes and (4) Personal characteristics and capabilities.Originality/valueThe study outlines a range of specific and observable leadership competencies and behaviours that can be employed to foster organisational identification during change. The findings should be of interest to organisations examining identity processes in response to business disruptions, including ensuring their members retain a sense of connection to the organisation during times of uncertainty and altered work practices.

The Relationship between Leadership Behaviour and Firm Performance in the Ready-Made Garments Industries of Bangladesh

“…The fundamental purpose of change-oriented behaviour is to identify and implement desired changes in the leader's team or work unit's duties, outputs, or work procedures (Oygarden, 2020). The specific change-oriented behaviours include promoting change, fostering innovation, taking calculated risks and encouraging change (Aitken, 2020). The component behaviours are comparable to those of transformational leadership (Bass, 1985), charismatic leadership (Conger & Kanungo, 1987;House, 1977), and change management (Kotter, 1996).…”

Unveiling Organizational Impact on Civil Servant’s Change Readiness: Investigating the Mediating Influence of Adaptability

“…There is a considerable amount of literature and research that identifies various factors that can influence employee change readiness, including [1] communication (Endrejat et al, 2021;Neill, Men, & Yue, 2019;Schulz-Knappe, Koch, & Beckert, 2019), [2] leadership (Gelaidan et al, 2018;Indriastuti & Fachrunnisa, 2021;Islam, Furuoka, & Idris, 2021b, 2021a organizational culture (Olafsen, Nilsen, Smedsrud, & Kamaric, 2021;Samal, Patra, & Chatterjee, 2021;Trisnanto & Soetjipto, 2022;Wong, 2021), [4] organizational identification (Aitken & von Treuer, 2021;Hameed et al, 2019;Neill et al, 2019), and [5] change beliefs (Commer, Sci, Kashif Imran, Muhammad, & Iqbal, 2021;Hameed et al, 2019;Islam et al, 2021a;Mei Kin, Abdul Kareem, Nordin, & Wai Bing, 2018;Rafferty & Minbashian, 2019). Recently, Yean, et al (2022) attempted to identify other factors that may affect change readiness by conducting a study to examine the impact of several factors that are summarized as managerial climate, and adaptability on change readiness.…”

“…Furthermore, Neill et al (2019) also find that organizational identification positively influences the factors of employees' change readiness. Aitken & von Treuer (2021) argue that organizational identification held by members within an organization is considered a pivotal factor that should be considered when an organization is planning a change initiative. Yean et al (2022) identified five dimensions of managerial climate which are trust, supportiveness, openness, clarity of goals, and participative.…”

Analysis of the Personnel’s Consistent Readiness for Changes as Illustrated by the Example of an Export-Oriented Biotechnological Enterprise

“…Роль лидеров заключается в создании оптимальной готовности и усилении институционализации относительно крупномасштабных организационных изменений в направлении корпоративной устойчивости [19]. Учитывая тот факт, что лидерское поведение способствует организационной идентификации в период неопределенности, в дальнейшем целесообразным является смещение вектора деятельности руководителей в такие области компетенций, как управление организационными изменениями, управленческая деятельность в коллективе, развитие коммуникативных навыков [20,21]. Кроме того следует отметить, что особое внимание руководителя должно быть направлено на выявление и последующую мотивацию агентов изменений, которые выступают катализаторами трансформации организации за счет поддержки, развития и контроля внедрения инноваций, принимают участие в создании команд, обеспечивают межгрупповое взаимодействие [22].…”