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Effect of transformational leadership on employee resistance to change at eThekwini automobiles

Author

Listed:
  • Nonye Chukwuma

    (Durban University of Technology)

  • Dumisani Zondo

    (Durban University of Technology)

Abstract

Transformational leadership and employee change resistance have been studied extensively. However, no systematic attempt has been made to reframe those findings in light of leaders' inspirational drive. The sample size of 170 participants from eThekwini automobile dealership organisations indicated that employees' intention to resist change was negatively associated with their managers' transformational leadership style focused on inspirational motivation. Transformational leadership's impact on employee resistance to change at eThewkini Automobiles in KwaZulu-Natal is examined through a leader's inspirational motivation. Inspirational motivation reduced staff resistance to change at these car companies, according to the transformational leadership tool multi-leadership questionnaire (MLQ). Various branches of 6 major automobile companies in eThekwini, KwaZulu-Natal, South Africa were considered for this study. The study included 170 of 270 individuals. Both descriptive and correlational analysis were employed to test study objectives. The study found that inspirational motivation mediates the relationship between transformational leadership and employee resistance to change because transformational leadership reduces resistance, improves commitment, and embraces change. Inspirational motivation mediates transformational leadership in organisational change management, according to the study. The study suggests that management use inspiring motivation to promote change management acceptability and commitment to change and reduce employee resistance to change. Key Words:Transformational Leadership, Inspirational Motivation, Employee resistance to change

Suggested Citation

  • Nonye Chukwuma & Dumisani Zondo, 2024. "Effect of transformational leadership on employee resistance to change at eThekwini automobiles," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 13(3), pages 179-193, April.
    • Handle: RePEc:rbs:ijbrss:v:13:y:2024:i:3:p:179-193
    DOI: 10.20525/ijrbs.v13i3.3216
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