Universitas Bhayangkara Jakarta Raya

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Mangundjaya, Wustari L and Wulandari, Permata (2019) Perceived Change Leadership: Employees vs. Directors. Advances in Social Science, Education and Humanities Research, 305. ISSN 2352-5398

Text 2019 Perceived Change Leadership , Wustari & Wulandari.pdf Download (2MB)

Abstract

Nowadays with the very tight competition, every organization must survive and adapt with the change happens in the environment. However, not every organizational change program was successful; researches showed that there is even more than 50% organizational change not succeeded. The role of leaders in the success of organizational change is very significant. However, the research’s result about the part of the leader in a commitment to change is still not consistent, some of the studies stated that there is a direct impact and others are not. To further identify the role of leader and found the specific characteristics of change leader that is expected by the employees, as well as by the perceptions of the directors,grounded research conducted to identify the concept of perceived change leadership. In this regard what did employees think about the characteristics of change leadership that need to be there to develop the positive reaction toward change? This study is conducted using a qualitative approach, with 32 participants from two groups (employees and Directors), using focus group discussion and in-depth interview for data collections. Research showed that there are 4 (four) types of roles of change leader namely: (a) change pioneer; (b)change enabler; (c) caretaker and (d) coach. However, the characteristics behavior from each group is slightly different.

Item Type:	Article
Uncontrolled Keywords:	change leadership, organizational change, qualitative, perceived change, leadership behavior
Subjects:	Filsafat, Psikologi, Agama > Psikologi
Divisions:	Fakultas Psikologi > Psikologi
Depositing User:	Mangundjaya Wustari Larasati
Date Deposited:	07 Jun 2024 10:34
Last Modified:	07 Jun 2024 10:34
URI:	http://repository.ubharajaya.ac.id/id/eprint/27432

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