The Moderating Effects of Organisational Culture on the Relationship Between Leadership Style and Employee Commitment to Change of Public Sector in Yemen

Employee commitment to change is a crucial factor of a successful change process that can be enhanced by having effective leadership and supportive organisational culture. The present study was designed to examine the relationship between leadership style and employee commitment to change with organ...

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Main Author:	Gelaidan, Hamid Mahmood Hamid
Format:	Thesis
Language:	eng eng
Published:	2012
Subjects:	HD28-70 Management Industrial Management
Online Access:	https://etd.uum.edu.my/3355/1/HAMID_MAHMOOD_HAMID_GELAIDAN.pdf https://etd.uum.edu.my/3355/4/HAMID_MAHMOOD_HAMID_GELAIDAN.pdf
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id	my-uum-etd.3355
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Ahmad, Hartini
topic	HD28-70 Management Industrial Management
spellingShingle	HD28-70 Management Industrial Management Gelaidan, Hamid Mahmood Hamid The Moderating Effects of Organisational Culture on the Relationship Between Leadership Style and Employee Commitment to Change of Public Sector in Yemen
description	Employee commitment to change is a crucial factor of a successful change process that can be enhanced by having effective leadership and supportive organisational culture. The present study was designed to examine the relationship between leadership style and employee commitment to change with organisational culture as a moderating variable. The study was carried-out in public sector in Yemen. The study used transformational and transactional model of leadership to determine employee commitment to change. A quantitative approach was mainly conducted in this study. In order to achieve the main objectives of this study, data were collected from employees of public sector in Yemen. Hierarchical regression analysis was then conducted to examine the moderating effects of the organisational culture on the relationship between leadership style and employee commitment to change dimensions. The results from the regression analysis revealed that transformational and transactional leadership were positively associated with all the dimensions of employee commitment to change; namely affective, continuance and normative. Moreover, the findings showed that transactional leadership had stronger effect on the employee commitment to change compared to transformational leadership. Furthermore, the results also showed that organisational culture plays an important role, which it moderated the relationship between leadership style and employee commitment to change. The study may contribute to the body of knowledge on the change management, and on both leadership and organisational culture perspective. Furthermore, the originality of the research lies in the change management area particularly on the human elements. It is also provided comprehensive practical recommendations for organisations, employees, and leaders to guide them to manage change successfully
format	Thesis
qualification_name	Ph.D.
qualification_level	Doctorate
author	Gelaidan, Hamid Mahmood Hamid
author_facet	Gelaidan, Hamid Mahmood Hamid
author_sort	Gelaidan, Hamid Mahmood Hamid
title	The Moderating Effects of Organisational Culture on the Relationship Between Leadership Style and Employee Commitment to Change of Public Sector in Yemen
title_short	The Moderating Effects of Organisational Culture on the Relationship Between Leadership Style and Employee Commitment to Change of Public Sector in Yemen
title_full	The Moderating Effects of Organisational Culture on the Relationship Between Leadership Style and Employee Commitment to Change of Public Sector in Yemen
title_fullStr	The Moderating Effects of Organisational Culture on the Relationship Between Leadership Style and Employee Commitment to Change of Public Sector in Yemen
title_full_unstemmed	The Moderating Effects of Organisational Culture on the Relationship Between Leadership Style and Employee Commitment to Change of Public Sector in Yemen
title_sort	moderating effects of organisational culture on the relationship between leadership style and employee commitment to change of public sector in yemen
granting_institution	Universiti Utara Malaysia
granting_department	College of Business (COB)
publishDate	2012
url	https://etd.uum.edu.my/3355/1/HAMID_MAHMOOD_HAMID_GELAIDAN.pdf https://etd.uum.edu.my/3355/4/HAMID_MAHMOOD_HAMID_GELAIDAN.pdf
_version_	1747827554877702144
spelling	my-uum-etd.33552016-04-19T04:29:07Z The Moderating Effects of Organisational Culture on the Relationship Between Leadership Style and Employee Commitment to Change of Public Sector in Yemen 2012 Gelaidan, Hamid Mahmood Hamid Ahmad, Hartini College of Business (COB) College of Business HD28-70 Management. Industrial Management Employee commitment to change is a crucial factor of a successful change process that can be enhanced by having effective leadership and supportive organisational culture. The present study was designed to examine the relationship between leadership style and employee commitment to change with organisational culture as a moderating variable. The study was carried-out in public sector in Yemen. The study used transformational and transactional model of leadership to determine employee commitment to change. A quantitative approach was mainly conducted in this study. In order to achieve the main objectives of this study, data were collected from employees of public sector in Yemen. Hierarchical regression analysis was then conducted to examine the moderating effects of the organisational culture on the relationship between leadership style and employee commitment to change dimensions. The results from the regression analysis revealed that transformational and transactional leadership were positively associated with all the dimensions of employee commitment to change; namely affective, continuance and normative. Moreover, the findings showed that transactional leadership had stronger effect on the employee commitment to change compared to transformational leadership. Furthermore, the results also showed that organisational culture plays an important role, which it moderated the relationship between leadership style and employee commitment to change. The study may contribute to the body of knowledge on the change management, and on both leadership and organisational culture perspective. Furthermore, the originality of the research lies in the change management area particularly on the human elements. It is also provided comprehensive practical recommendations for organisations, employees, and leaders to guide them to manage change successfully 2012 Thesis https://etd.uum.edu.my/3355/ https://etd.uum.edu.my/3355/1/HAMID_MAHMOOD_HAMID_GELAIDAN.pdf text eng validuser https://etd.uum.edu.my/3355/4/HAMID_MAHMOOD_HAMID_GELAIDAN.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Ackerman, F. (1997). Why Do We Recycle: Markets, Values, and Public Policy: Island Press. Ahmad, H., Francis, A., & Zairi, M. (2007). Business process reengineering: critical success factors in higher education. Business Process Management Journal, 13(3), 451-469. Ahmad,H. (2004). 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The Moderating Effects of Organisational Culture on the Relationship Between Leadership Style and Employee Commitment to Change of Public Sector in Yemen

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