A study of transformational leadership, organisational change and job satisfaction

Paper

Albion, Majella J. and Gagliardi, Ruth E.. 2007. "A study of transformational leadership, organisational change and job satisfaction ." Dollard, M., Winefield, T., Tuckey, M. and Winwood, P. (ed.) 7th Industrial & Organisational Psychology Conference and 1st Asia Pacific Congress on Work and Organisational Psychology. Adelaide, Australia 28 Jun - 01 Jul 2007 Melbourne, Australia.
Paper/Presentation Title

A study of transformational leadership, organisational change and job satisfaction

Presentation TypePaper
AuthorsAlbion, Majella J. (Author) and Gagliardi, Ruth E. (Author)
EditorsDollard, M., Winefield, T., Tuckey, M. and Winwood, P.
Journal or Proceedings TitleProceedings of the 7th Industrial & Organisational Psychology Conference and 1st Asia Pacific Congress on Work and Organisational Psychology: Better Work. Better Organisations. Better World
Number of Pages5
Year2007
Place of PublicationMelbourne, Australia
Web Address (URL) of Paperhttp://www.iopconference.com.au/
Conference/Event7th Industrial & Organisational Psychology Conference and 1st Asia Pacific Congress on Work and Organisational Psychology
Event Details
7th Industrial & Organisational Psychology Conference and 1st Asia Pacific Congress on Work and Organisational Psychology
Event Date
28 Jun 2007 to end of 01 Jul 2007
Event Location
Adelaide, Australia
Abstract

[Abstract]: This study investigated how aspects of transformational leadership- articulating vision, intellectual stimulation, role modelling, encouraging group identity, collaboration, and individualised consideration - are related to job satisfaction during change. The possible mediating role of collective efficacy was also examined. Instruments used were the Queensland Public Agency Staff Survey (QPASS; Hart, Griffin, Wearing, & Cooper, 1996) with additional items about leadership within the organisation, and about staff’s self-evaluation of their readiness for and performance during the change. The questionnaires were completed by 2549 public servants (1549 females, 998 males, 2 didn’t indicate) employed in various government departments undergoing major structural and procedural change. Parallel and Factor analyses revealed that the Leadership items could be represented by two factors: Leadership Involvement (incorporating interpersonal aspects) and Leadership Quality (incorporating strategic aspects). Regression analysis indicated that both of these transformational leadership factors were positively related to job satisfaction during organisational change, and that these relationships were mediated by the collective efficacy of the staff.

Keywordsleadership, organisational change, job satisfaction
ANZSRC Field of Research 2020520104. Industrial and organisational psychology (incl. human factors)
Public Notes

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Byline AffiliationsDepartment of Psychology
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