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Dissertation/Thesis Abstract

Leadership Style and Regional Differences as Predictors of Attitudes to Organizational Change
by Rivera-Díaz, Juan Carlos, Ph.D., Northcentral University, 2019, 141; 27736251
Abstract (Summary)

There has been insufficient information regarding the relationship of culture and leadership style to attitudes and resistance to change among change agents in the manufacturing sector. This lack of information may result in organizational losses in job performance and in reduced employee satisfaction. The purpose of this quantitative, correlational study was to investigate the extent to which years of managerial experience, geographical location (United States vs. Puerto Rico), and self-reported leadership style predicted self-reported attitudes and resistance to change among managers in the healthcare manufacturing sector. Eighty-one managers and supervisors of medical device manufacturers and manufacturers in the pharmaceutical industry completed an online survey. Predictor variables were years of managerial experience, geographical location, and self-reported leadership style. The criterion variables were attitude toward change and resistance to change. Multiple linear regression was used to compute the results. Transformational leadership predicted the attitude toward change, β = 0.54, B = 0.59, t = 5.55, p < .001. Transactional leadership predicted the attitude toward change, β = 0.44, B = 0.36, t = 4.28, p <.001. However, neither leadership style predicted resistance to change. In addition, neither years of experience nor geographical location predicted any outcomes, and the passive-avoidant leadership style did not predict either attitude toward change or resistance to change. The findings suggest that when a leader influences positive attitudes in followers, the change may be accepted, but when the leader focuses on details as a way to limit resistance, the actions may be less effective. Initiating proper attitudes toward followers plays an integral role in the ability to resist or accept change despite the details of the change itself. Future researchers are encouraged to determine whether there are significant differences in the way leaders with different leadership styles handle resistance to change.

Indexing (document details)
Advisor: Scheg, Abigail
Commitee: Anthony, Kimberly, Bennett, John
School: Northcentral University
Department: School of Business and Technology Management
School Location: United States -- California
Source: DAI-A 81/7(E), Dissertation Abstracts International
Subjects: Business administration, Management, Organizational behavior
Keywords: Attitude toward change, Change agent, Change recipient, End user, Organizational change, Resistance to change
Publication Number: 27736251
ISBN: 9781392702901
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