Abstract
Purpose: This paper aims to examine the influence of change leadership on organizational culture and change management practices in public-sector firms in the United Arab Emirates (UAE). It also examines the mediating role of organizational culture on the interactions between leadership and change management programmes in the organization. Design/methodology/approach: An empirical test of the hypotheses using confirmatory factor analysis and structural equation modelling were applied to data collected from 210 middle-management respondents of public-sector organizations in the UAE. Findings: The findings suggest that change-oriented leadership has a positive and significant direct effect on planned change (ß = 0.20, p < 0.01) and a positive and significant but indirect effect on planned change (ß = 0.279, p < 0.01) and emergent change (ß = 0.262, p < 0.01) change. Furthermore, hierarchical culture was found to positively and significantly impact directly on both planned (ß = 0.480, p < 0.001) and emergent (ß = 0.245, p < 0.01) change management in the UAE public-sector service organizations. Practical implications: Based on the study’s findings, the role of the hierarchical culture in effecting change in the UAE public-sector organizations provides new and significant insights into the research literature on organizational culture as regards change management issues and the challenges facing these organizations. Originality/value: The study makes a significant original contribution toward knowledge on the management of organizational change in UAE public-sector service organizations. It has practical implications for managers and leaders confronting organizational change management in the UAE.
| Original language | English |
|---|---|
| Pages (from-to) | 723-739 |
| Number of pages | 17 |
| Journal | International Journal of Organizational Analysis |
| Volume | 25 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - 2017 |
Keywords
- Change management
- Emergent change
- Leadership
- Organizational culture
- Planned change
- UAE
Cite this
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Change management through leadership : the mediating role of organizational culture. / Al-Ali, Abdulla Ahmed; Singh, Sanjay Kumar; Al-Nahyan, Moza; Sohal, Amrik Singh.
In: International Journal of Organizational Analysis, Vol. 25, No. 4, 2017, p. 723-739.Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - Change management through leadership
T2 - the mediating role of organizational culture
AU - Al-Ali, Abdulla Ahmed
AU - Singh, Sanjay Kumar
AU - Al-Nahyan, Moza
AU - Sohal, Amrik Singh
PY - 2017
Y1 - 2017
N2 - Purpose: This paper aims to examine the influence of change leadership on organizational culture and change management practices in public-sector firms in the United Arab Emirates (UAE). It also examines the mediating role of organizational culture on the interactions between leadership and change management programmes in the organization. Design/methodology/approach: An empirical test of the hypotheses using confirmatory factor analysis and structural equation modelling were applied to data collected from 210 middle-management respondents of public-sector organizations in the UAE. Findings: The findings suggest that change-oriented leadership has a positive and significant direct effect on planned change (ß = 0.20, p < 0.01) and a positive and significant but indirect effect on planned change (ß = 0.279, p < 0.01) and emergent change (ß = 0.262, p < 0.01) change. Furthermore, hierarchical culture was found to positively and significantly impact directly on both planned (ß = 0.480, p < 0.001) and emergent (ß = 0.245, p < 0.01) change management in the UAE public-sector service organizations. Practical implications: Based on the study’s findings, the role of the hierarchical culture in effecting change in the UAE public-sector organizations provides new and significant insights into the research literature on organizational culture as regards change management issues and the challenges facing these organizations. Originality/value: The study makes a significant original contribution toward knowledge on the management of organizational change in UAE public-sector service organizations. It has practical implications for managers and leaders confronting organizational change management in the UAE.
AB - Purpose: This paper aims to examine the influence of change leadership on organizational culture and change management practices in public-sector firms in the United Arab Emirates (UAE). It also examines the mediating role of organizational culture on the interactions between leadership and change management programmes in the organization. Design/methodology/approach: An empirical test of the hypotheses using confirmatory factor analysis and structural equation modelling were applied to data collected from 210 middle-management respondents of public-sector organizations in the UAE. Findings: The findings suggest that change-oriented leadership has a positive and significant direct effect on planned change (ß = 0.20, p < 0.01) and a positive and significant but indirect effect on planned change (ß = 0.279, p < 0.01) and emergent change (ß = 0.262, p < 0.01) change. Furthermore, hierarchical culture was found to positively and significantly impact directly on both planned (ß = 0.480, p < 0.001) and emergent (ß = 0.245, p < 0.01) change management in the UAE public-sector service organizations. Practical implications: Based on the study’s findings, the role of the hierarchical culture in effecting change in the UAE public-sector organizations provides new and significant insights into the research literature on organizational culture as regards change management issues and the challenges facing these organizations. Originality/value: The study makes a significant original contribution toward knowledge on the management of organizational change in UAE public-sector service organizations. It has practical implications for managers and leaders confronting organizational change management in the UAE.
KW - Change management
KW - Emergent change
KW - Leadership
KW - Organizational culture
KW - Planned change
KW - UAE
UR - http://www.scopus.com/inward/record.url?scp=85029010847&partnerID=8YFLogxK
U2 - 10.1108/IJOA-01-2017-1117
DO - 10.1108/IJOA-01-2017-1117
M3 - Article
VL - 25
SP - 723
EP - 739
JO - International Journal of Organizational Analysis
JF - International Journal of Organizational Analysis
SN - 1934-8835
IS - 4
ER -