Perceived Change Leadership: Employees vs. Directors

DOI

10.2991/icebess-18.2019.26How to use a DOI?

Keywords

change leadership, organizational change, qualitative, perceived change, leadership behavior.

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.

Copyright

© 2019, the Authors. Published by Atlantis Press.

Open Access

This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).

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TY  - CONF
AU  - Wustari L Mangundjaya
AU  - Permata Wulandari
PY  - 2019/04
DA  - 2019/04
TI  - Perceived Change Leadership: Employees vs. Directors
BT  - Proceedings of the International Conference of Ethics on Business, Economics, and Social Science (ICEBESS 2018)
PB  - Atlantis Press
SP  - 144
EP  - 148
SN  - 2352-5398
UR  - https://doi.org/10.2991/icebess-18.2019.26
DO  - 10.2991/icebess-18.2019.26
ID  - Mangundjaya2019/04
ER  -