Impact of Leadership and Change Management Strategy on British Airways
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This report examines the impact of leadership and change management strategies on the organizational culture of British Airways. The research investigates the airline's leadership and change management approaches, evaluating their influence on the company's culture. The study aims to analyze these strategies, assess the existing organizational culture, and recommend improvements for a more effective and positive environment. The report delves into leadership styles, change management processes, and their effects on employee engagement, operational efficiency, and overall business performance within the context of the highly competitive airline industry. The methodology includes a literature review of leadership, change management, and organizational culture concepts, followed by an analysis of British Airways' practices. Data collection methods include both primary and secondary sources, such as academic journals, company reports, and surveys. The conceptual framework illustrates the relationship between leadership, change management, and organizational culture. The report concludes with recommendations for enhancing leadership and change management strategies to foster a more robust organizational culture, contributing to the company's success.
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Running head: IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
Impact of Leadership and Change Management Strategy on Organizational Culture on British
Airways
Name of the University:
Name of the Student:
Authors Note:
Impact of Leadership and Change Management Strategy on Organizational Culture on British
Airways
Name of the University:
Name of the Student:
Authors Note:
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1IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
Table of Contents
1. Introduction..................................................................................................................................2
1.1. Research Background...............................................................................................2
1.2. Research Aim and Objectives...................................................................................2
1.3. Research Problem.....................................................................................................2
1.4. Research Significance...............................................................................................3
2. Literature Review........................................................................................................................3
2.1. Concept of Leadership, Change Management and Organizational Culture.............3
2.2. Impact of Leadership and Change Management on Organizational Culture...........4
2.3. Leadership, Change Management and Organizational Culture in British Airways. 5
2.4. Conceptual Framework.............................................................................................6
3. Research Methodology................................................................................................................7
3.1. Research Approach and Philosophy.........................................................................7
3.2. Data Collection Methods..........................................................................................8
3.3. Sampling and Sample Size.......................................................................................8
3.4. Ethical Considerations..............................................................................................9
3.5. Data Analysis............................................................................................................9
References......................................................................................................................................10
Table of Contents
1. Introduction..................................................................................................................................2
1.1. Research Background...............................................................................................2
1.2. Research Aim and Objectives...................................................................................2
1.3. Research Problem.....................................................................................................2
1.4. Research Significance...............................................................................................3
2. Literature Review........................................................................................................................3
2.1. Concept of Leadership, Change Management and Organizational Culture.............3
2.2. Impact of Leadership and Change Management on Organizational Culture...........4
2.3. Leadership, Change Management and Organizational Culture in British Airways. 5
2.4. Conceptual Framework.............................................................................................6
3. Research Methodology................................................................................................................7
3.1. Research Approach and Philosophy.........................................................................7
3.2. Data Collection Methods..........................................................................................8
3.3. Sampling and Sample Size.......................................................................................8
3.4. Ethical Considerations..............................................................................................9
3.5. Data Analysis............................................................................................................9
References......................................................................................................................................10
2IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
3IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
1. Introduction
1.1. Research Background
In the current business environment of increased international competition, rapid change
along with instant access to information can be vital to the survival of the company. Certain links
have also been examined between the leadership styles and performance and when it comes to
driving effective organizational change, leaders have a major role in using their behaviour
through setting the tone of the aspects acceptable within the organization (Storey 2016).
1.2. Research Aim and Objectives
The aim of the research is to analyse the impact of leadership and change management
strategy on organizational culture of British Airlines. The objectives those are to be attained
through completion of the current research are indicated below:
ď‚· To analyse the leadership and change management strategies implemented by British
Airways
ď‚· To evaluate the organizational culture of British Airways
ď‚· To recommend suitable leadership and change management strategies for the company in
attaining improved organizational culture
1.3. Research Problem
In the fiercely competitive business environment, effective leadership and change
management strategies are deemed necessary to develop efficient organizational culture for
attaining competitive edge in the market (Holten and Brenner 2015). In the current years, it has
been noticed that British Airways is facing issues related with issues in its management system
1. Introduction
1.1. Research Background
In the current business environment of increased international competition, rapid change
along with instant access to information can be vital to the survival of the company. Certain links
have also been examined between the leadership styles and performance and when it comes to
driving effective organizational change, leaders have a major role in using their behaviour
through setting the tone of the aspects acceptable within the organization (Storey 2016).
1.2. Research Aim and Objectives
The aim of the research is to analyse the impact of leadership and change management
strategy on organizational culture of British Airlines. The objectives those are to be attained
through completion of the current research are indicated below:
ď‚· To analyse the leadership and change management strategies implemented by British
Airways
ď‚· To evaluate the organizational culture of British Airways
ď‚· To recommend suitable leadership and change management strategies for the company in
attaining improved organizational culture
1.3. Research Problem
In the fiercely competitive business environment, effective leadership and change
management strategies are deemed necessary to develop efficient organizational culture for
attaining competitive edge in the market (Holten and Brenner 2015). In the current years, it has
been noticed that British Airways is facing issues related with issues in its management system
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4IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
that is being imposed within the organization. The new leadership followed within the company
had issues in recognising and dealing with the needs of their consumers that requires change in
the organizational processes and leadership followed in the company.
1.4. Research Significance
The significance of the current research is to analyse the manners in which effective
leadership and change management followed in companies can facilitate in developing effective
organizational culture through analysing case of British Airways (Aarons et al. 2015). Moreover,
the research will also facilitate in recognising effective process and styles of leadership and
change management that can be effective in ensuring success of the management.
2. Literature Review
2.1. Concept of Leadership, Change Management and Organizational Culture
Leadership could be defined as the ability of a person or a group of persons to guide and
affect the followers or other members of a business organization. It takes into account involving
sound and difficult decisions, developing and articulating clear vision, creating goals that could
be accomplished along with providing followers with the tools and knowledge needed to
accomplish such objectives (Masa'deh, Obeidat and Tarhini 2016). An effective leader needs to
possess a number of characteristics, which include strong communication, self-confidence,
innovative and creative thinking, management skills, willingness to accept risks, perseverance in
the face of failure, openness to change and others.
Change management:
that is being imposed within the organization. The new leadership followed within the company
had issues in recognising and dealing with the needs of their consumers that requires change in
the organizational processes and leadership followed in the company.
1.4. Research Significance
The significance of the current research is to analyse the manners in which effective
leadership and change management followed in companies can facilitate in developing effective
organizational culture through analysing case of British Airways (Aarons et al. 2015). Moreover,
the research will also facilitate in recognising effective process and styles of leadership and
change management that can be effective in ensuring success of the management.
2. Literature Review
2.1. Concept of Leadership, Change Management and Organizational Culture
Leadership could be defined as the ability of a person or a group of persons to guide and
affect the followers or other members of a business organization. It takes into account involving
sound and difficult decisions, developing and articulating clear vision, creating goals that could
be accomplished along with providing followers with the tools and knowledge needed to
accomplish such objectives (Masa'deh, Obeidat and Tarhini 2016). An effective leader needs to
possess a number of characteristics, which include strong communication, self-confidence,
innovative and creative thinking, management skills, willingness to accept risks, perseverance in
the face of failure, openness to change and others.
Change management:
5IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
Change management is a systematic approach to deal with the transformation or
transition of the goals, technologies or processes of a business organization. The objective of
change management is to enforce strategies so that change could be affected and controlled and
individuals are assisted to adapt to the change process. Such strategies constitute possessing a
structured method in order to request a change along with mechanisms in order to respond to
requests along with following them-up (Hartnell et al. 2016). One of the critical elements of
change management is documentation for maintaining audit trail along with ensuring adherence
to external and internal controls comprising of regulatory compliance.
Organizational culture:
Organizational culture could be described as a system of shared beliefs and attitudes,
which develop within a business organization along with guiding the behaviours of its members
(Appelbaum et al. 2015). In other words, organizational culture takes into account the
experiences, expectations, values and philosophy holding it together along with expressing in its
inner workings, self-image, future expectations and interactions with the external environment.
This has direct impact on the performance and productivity of an organization and it is involved
in providing guidelines to customer care services, safety, product quality, punctuality, attendance
and concern associated with the business environment.
2.2. Impact of Leadership and Change Management on Organizational Culture
An organization might have the most effective global strategy ready in place for
implementation; however, if its culture does not allow scope for implementation, such strategy is
doomed from the outset (Agote, Aramburu and Lines 2016). Culture includes the sum of values
and beliefs, which shape the behavioural norms along with dictating the ways through which
Change management is a systematic approach to deal with the transformation or
transition of the goals, technologies or processes of a business organization. The objective of
change management is to enforce strategies so that change could be affected and controlled and
individuals are assisted to adapt to the change process. Such strategies constitute possessing a
structured method in order to request a change along with mechanisms in order to respond to
requests along with following them-up (Hartnell et al. 2016). One of the critical elements of
change management is documentation for maintaining audit trail along with ensuring adherence
to external and internal controls comprising of regulatory compliance.
Organizational culture:
Organizational culture could be described as a system of shared beliefs and attitudes,
which develop within a business organization along with guiding the behaviours of its members
(Appelbaum et al. 2015). In other words, organizational culture takes into account the
experiences, expectations, values and philosophy holding it together along with expressing in its
inner workings, self-image, future expectations and interactions with the external environment.
This has direct impact on the performance and productivity of an organization and it is involved
in providing guidelines to customer care services, safety, product quality, punctuality, attendance
and concern associated with the business environment.
2.2. Impact of Leadership and Change Management on Organizational Culture
An organization might have the most effective global strategy ready in place for
implementation; however, if its culture does not allow scope for implementation, such strategy is
doomed from the outset (Agote, Aramburu and Lines 2016). Culture includes the sum of values
and beliefs, which shape the behavioural norms along with dictating the ways through which
6IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
tasks need to be performed. There have been a number of continuums in order to help describe
the culture of an organization.
According to Lines et al. (2015), it is often difficult to change culture and it could not be
changed even if the gaps are revealed between the existing state and the desired culture.
However, there have been some tactical, real and leadership actions, which could assist in
shaping a new culture. For instance, if the organization lacks the required concentration on
customers, the managers need to be insisted at least a day out in the field with the customers. If
an organization is serious regarding change in its internal business, the culture of the
organization could not be ignored. In case, the culture is inconsistent with the change, the culture
has to be addressed. If the leaders do not perform their roles in changing the culture, there are
higher chances of the consequences of failure (Masa'deh, Obeidat and Tarhini 2016).
For ensuring change to occur and success, the managers need to act like the leaders,
which make the road to transformation formidable and clear. The actual style of leadership could
be in which transparency is made with the help of this transformation. The stakeholders
associated with the change process and the other individuals affected by them obtain information
very frequently for involving in change along with obtaining maximum benefit from the same.
Thus, leadership and change management is observed to have direct impact on organizational
culture (Masa'deh, Obeidat and Tarhini 2016).
2.3. Leadership, Change Management and Organizational Culture in British Airways
British Airways is the flag carrier airlines of UK on basis of its international flights and
destinations along with fleet size. When the members of organizations belong to distinct cultures
interact with one another, then the leadership style followed in the company to bring in change in
tasks need to be performed. There have been a number of continuums in order to help describe
the culture of an organization.
According to Lines et al. (2015), it is often difficult to change culture and it could not be
changed even if the gaps are revealed between the existing state and the desired culture.
However, there have been some tactical, real and leadership actions, which could assist in
shaping a new culture. For instance, if the organization lacks the required concentration on
customers, the managers need to be insisted at least a day out in the field with the customers. If
an organization is serious regarding change in its internal business, the culture of the
organization could not be ignored. In case, the culture is inconsistent with the change, the culture
has to be addressed. If the leaders do not perform their roles in changing the culture, there are
higher chances of the consequences of failure (Masa'deh, Obeidat and Tarhini 2016).
For ensuring change to occur and success, the managers need to act like the leaders,
which make the road to transformation formidable and clear. The actual style of leadership could
be in which transparency is made with the help of this transformation. The stakeholders
associated with the change process and the other individuals affected by them obtain information
very frequently for involving in change along with obtaining maximum benefit from the same.
Thus, leadership and change management is observed to have direct impact on organizational
culture (Masa'deh, Obeidat and Tarhini 2016).
2.3. Leadership, Change Management and Organizational Culture in British Airways
British Airways is the flag carrier airlines of UK on basis of its international flights and
destinations along with fleet size. When the members of organizations belong to distinct cultures
interact with one another, then the leadership style followed in the company to bring in change in
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7IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
the company (Britishairways.com. 2019). In managing effective changed management within the
organization, British Airlines implemented a highly inflexible, preoccupied along with
hierarchical management system that resulted in generating status differences that was also
proved from their uniforms. The leadership followed within the organization focussed greatly on
inward looking management approach along with on maintaining their distinct routes that led to
dissatisfaction of consumers.
Holten and Brenner (2015) revealed that use to the restructuring of the airline this
resulted in the reduction of the number of routes served and the change management process in
British Airlines focussed on maintaining catering operations those were transferred to outside
contractors and the property inters were divested. Holten and Brenner (2015) also added that in
order to investigate the managers of enhancing consumer service a steering group was
established under the changed leadership process in British Airways. The leadership followed in
British Airlines also developed a new culture of “Putting people first” for the reorganization of
the organization. If an organization is serious regarding change in its internal business, the
culture of the organization could not be ignored. In case, the culture is inconsistent with the
change, the culture has to be addressed. If the leaders do not perform their roles in changing the
culture, there are higher chances of the consequences of failure (Holten and Brenner 2015). It
was also recognised that for the British Airways offering exceptional consumer service serves as
the major cornerstone for setting a constant change based organizational culture.
2.4. Conceptual Framework
The conceptual framework is indicated in the figure below that explains the relationship
between the leadership, change management and organizational culture followed within British
Airlines. It is realised from the framework that for ensuring change to occur and success, the
the company (Britishairways.com. 2019). In managing effective changed management within the
organization, British Airlines implemented a highly inflexible, preoccupied along with
hierarchical management system that resulted in generating status differences that was also
proved from their uniforms. The leadership followed within the organization focussed greatly on
inward looking management approach along with on maintaining their distinct routes that led to
dissatisfaction of consumers.
Holten and Brenner (2015) revealed that use to the restructuring of the airline this
resulted in the reduction of the number of routes served and the change management process in
British Airlines focussed on maintaining catering operations those were transferred to outside
contractors and the property inters were divested. Holten and Brenner (2015) also added that in
order to investigate the managers of enhancing consumer service a steering group was
established under the changed leadership process in British Airways. The leadership followed in
British Airlines also developed a new culture of “Putting people first” for the reorganization of
the organization. If an organization is serious regarding change in its internal business, the
culture of the organization could not be ignored. In case, the culture is inconsistent with the
change, the culture has to be addressed. If the leaders do not perform their roles in changing the
culture, there are higher chances of the consequences of failure (Holten and Brenner 2015). It
was also recognised that for the British Airways offering exceptional consumer service serves as
the major cornerstone for setting a constant change based organizational culture.
2.4. Conceptual Framework
The conceptual framework is indicated in the figure below that explains the relationship
between the leadership, change management and organizational culture followed within British
Airlines. It is realised from the framework that for ensuring change to occur and success, the
8IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
managers need to act like the leaders, which make the road to transformation formidable and
clear. The actual style of leadership could be in which transparency is made with the help of this
transformation (Kim and Yoon 2015). Moreover, if an organization is serious regarding change
in its internal business, the culture of the organization could not be ignored. In case, the culture is
inconsistent with the change, the culture has to be addressed. If the leaders do not perform their
roles in changing the culture, there are higher chances of the consequences of failure. It is
gathered from the framework that employees are a part of changing organizational culture
process bur at the end of the end leaders are the ones those can break it the choices they might
cause a ripple impact on employee engagement, recruitment along with performance which
powerfully effects company performance (Maheshwari and Vohra 2015).
Figure 1: Conceptual Framework
(Source: Authors Note)
Leadership
Change
managemen
t
Organizational
Culture
managers need to act like the leaders, which make the road to transformation formidable and
clear. The actual style of leadership could be in which transparency is made with the help of this
transformation (Kim and Yoon 2015). Moreover, if an organization is serious regarding change
in its internal business, the culture of the organization could not be ignored. In case, the culture is
inconsistent with the change, the culture has to be addressed. If the leaders do not perform their
roles in changing the culture, there are higher chances of the consequences of failure. It is
gathered from the framework that employees are a part of changing organizational culture
process bur at the end of the end leaders are the ones those can break it the choices they might
cause a ripple impact on employee engagement, recruitment along with performance which
powerfully effects company performance (Maheshwari and Vohra 2015).
Figure 1: Conceptual Framework
(Source: Authors Note)
Leadership
Change
managemen
t
Organizational
Culture
9IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
3. Research Methodology
3.1. Research Approach and Philosophy
The research approach that will be selected in carrying out research on “Impact of
leadership and change management strategy on organizational culture of British Airlines” is
deductive. This research approach is selected for the reason that it will facilitate in it can support
quantitative data analysis and can evaluate data with the help of past trends along with proven
facts (Kumar 2019). The research philosophy that will be selected in the current research is
positivism for the reason that it is considered to be most suitable with the selected deductive
research approach. Moreover, this research philosophy will facilitate in dissecting responses
gathered from survey participants. This research philosophy is also deemed to be suitable in
linking theories and models explained within the literature review section in consideration to the
current scenario explained in case of the airline company.
3.2. Data Collection Methods
Both primary and secondary data collection method will be employed in analysing
“Impact of leadership and change management strategy on organizational culture of British
Airlines”. The secondary data for this research will be gathered from authentic peer reviewed
journals and articles, annual report of British Airways and the company websites (Mackey and
Gass 2015). The primary data will be gathered through questionnaire survey method and the
questionnaire will include questions on organizational culture leadership style and change
management strategies followed in British Airways. Qualitative as well as quantitative data will
be gathered in analysing the impact of leadership and change management followed in the
company along with offering suitable recommendations on improving the organizational culture
of British Airlines.
3. Research Methodology
3.1. Research Approach and Philosophy
The research approach that will be selected in carrying out research on “Impact of
leadership and change management strategy on organizational culture of British Airlines” is
deductive. This research approach is selected for the reason that it will facilitate in it can support
quantitative data analysis and can evaluate data with the help of past trends along with proven
facts (Kumar 2019). The research philosophy that will be selected in the current research is
positivism for the reason that it is considered to be most suitable with the selected deductive
research approach. Moreover, this research philosophy will facilitate in dissecting responses
gathered from survey participants. This research philosophy is also deemed to be suitable in
linking theories and models explained within the literature review section in consideration to the
current scenario explained in case of the airline company.
3.2. Data Collection Methods
Both primary and secondary data collection method will be employed in analysing
“Impact of leadership and change management strategy on organizational culture of British
Airlines”. The secondary data for this research will be gathered from authentic peer reviewed
journals and articles, annual report of British Airways and the company websites (Mackey and
Gass 2015). The primary data will be gathered through questionnaire survey method and the
questionnaire will include questions on organizational culture leadership style and change
management strategies followed in British Airways. Qualitative as well as quantitative data will
be gathered in analysing the impact of leadership and change management followed in the
company along with offering suitable recommendations on improving the organizational culture
of British Airlines.
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10IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
3.3. Sampling and Sample Size
Simple random sampling method will be used in the current research in carrying out
survey with the selected survey participants and the sampling method is selected is the most
important source of primary data to attain relevant information aligning with the aim and
objectives of research (Flick 2015). The sample selected for the research will include 30
employees of British Airways that is relatively a bigger sample size in attaining suitable
viewpoints on “Impact of leadership and change management strategy on organizational culture
of British Airlines” from the respondents.
3.4. Ethical Considerations
In accomplishing the current research, the research will be focussed on following suitable
code of conduct in carrying out various activities of the research activities. It will also be made
sure that the research will be the sole work of the researcher and will not be plagiarised (Ledford
and Gast 2018). The researcher will maintain the authenticity of the research through avoidance
to ask the delicate questions to the survey respondents and has attained mutual permission from
the participants in answering the questionnaire. The identity of the respondents will also not be
disclosed for confidentiality reason and no business use of research statement has been
entertained from the behalf of the researcher.
3.5. Data Analysis
The data gathered will be analysed through employing reliable statistical and analytical
techniques. In maintaining transparency of the data composed the data collected will be analysed
through employing SPSS statistical tool in order to attain pertinent and suitable conclusion. The
quantitative data analysed will be presented with tables and graphs that will simplify the data
interpretation process (Quinlan et al. 2019). This data analysis process selected will also
3.3. Sampling and Sample Size
Simple random sampling method will be used in the current research in carrying out
survey with the selected survey participants and the sampling method is selected is the most
important source of primary data to attain relevant information aligning with the aim and
objectives of research (Flick 2015). The sample selected for the research will include 30
employees of British Airways that is relatively a bigger sample size in attaining suitable
viewpoints on “Impact of leadership and change management strategy on organizational culture
of British Airlines” from the respondents.
3.4. Ethical Considerations
In accomplishing the current research, the research will be focussed on following suitable
code of conduct in carrying out various activities of the research activities. It will also be made
sure that the research will be the sole work of the researcher and will not be plagiarised (Ledford
and Gast 2018). The researcher will maintain the authenticity of the research through avoidance
to ask the delicate questions to the survey respondents and has attained mutual permission from
the participants in answering the questionnaire. The identity of the respondents will also not be
disclosed for confidentiality reason and no business use of research statement has been
entertained from the behalf of the researcher.
3.5. Data Analysis
The data gathered will be analysed through employing reliable statistical and analytical
techniques. In maintaining transparency of the data composed the data collected will be analysed
through employing SPSS statistical tool in order to attain pertinent and suitable conclusion. The
quantitative data analysed will be presented with tables and graphs that will simplify the data
interpretation process (Quinlan et al. 2019). This data analysis process selected will also
11IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
facilitate in converting the consumers opinion into a defined percentage for estimating
respondent insight trends.
facilitate in converting the consumers opinion into a defined percentage for estimating
respondent insight trends.
12IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
References
Storey, J., 2016. Changing theories of leadership and leadership development. In Leadership in
Organizations (pp. 33-58). Routledge.
Holten, A.L. and Brenner, S.O., 2015. Leadership style and the process of organizational
change. Leadership & Organization Development Journal, 36(1), pp.2-16.
Aarons, G.A., Ehrhart, M.G., Farahnak, L.R. and Hurlburt, M.S., 2015. Leadership and
organizational change for implementation (LOCI): a randomized mixed method pilot study of a
leadership and organization development intervention for evidence-based practice
implementation. Implementation Science, 10(1), p.11.
Masa'deh, R.E., Obeidat, B.Y. and Tarhini, A., 2016. A Jordanian empirical study of the
associations among transformational leadership, transactional leadership, knowledge sharing, job
performance, and firm performance: A structural equation modelling approach. Journal of
Management Development, 35(5), pp.681-705.
Hartnell, C.A., Kinicki, A.J., Lambert, L.S., Fugate, M. and Doyle Corner, P., 2016. Do
similarities or differences between CEO leadership and organizational culture have a more
positive effect on firm performance? A test of competing predictions. Journal of Applied
Psychology, 101(6), p.846.
Appelbaum, S.H., Degbe, M.C., MacDonald, O. and Nguyen-Quang, T.S., 2015. Organizational
outcomes of leadership style and resistance to change (Part One). Industrial and Commercial
Training, 47(2), pp.73-80.
References
Storey, J., 2016. Changing theories of leadership and leadership development. In Leadership in
Organizations (pp. 33-58). Routledge.
Holten, A.L. and Brenner, S.O., 2015. Leadership style and the process of organizational
change. Leadership & Organization Development Journal, 36(1), pp.2-16.
Aarons, G.A., Ehrhart, M.G., Farahnak, L.R. and Hurlburt, M.S., 2015. Leadership and
organizational change for implementation (LOCI): a randomized mixed method pilot study of a
leadership and organization development intervention for evidence-based practice
implementation. Implementation Science, 10(1), p.11.
Masa'deh, R.E., Obeidat, B.Y. and Tarhini, A., 2016. A Jordanian empirical study of the
associations among transformational leadership, transactional leadership, knowledge sharing, job
performance, and firm performance: A structural equation modelling approach. Journal of
Management Development, 35(5), pp.681-705.
Hartnell, C.A., Kinicki, A.J., Lambert, L.S., Fugate, M. and Doyle Corner, P., 2016. Do
similarities or differences between CEO leadership and organizational culture have a more
positive effect on firm performance? A test of competing predictions. Journal of Applied
Psychology, 101(6), p.846.
Appelbaum, S.H., Degbe, M.C., MacDonald, O. and Nguyen-Quang, T.S., 2015. Organizational
outcomes of leadership style and resistance to change (Part One). Industrial and Commercial
Training, 47(2), pp.73-80.
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13IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
Agote, L., Aramburu, N. and Lines, R., 2016. Authentic leadership perception, trust in the leader,
and followers’ emotions in organizational change processes. The Journal of Applied Behavioral
Science, 52(1), pp.35-63.
Lines, B.C., Sullivan, K.T., Smithwick, J.B. and Mischung, J., 2015. Overcoming resistance to
change in engineering and construction: Change management factors for owner
organizations. International Journal of Project Management, 33(5), pp.1170-1179.
Kumar, R., 2019. Research methodology: A step-by-step guide for beginners. Sage Publications
Limited.
Mackey, A. and Gass, S.M., 2015. Second language research: Methodology and design.
Routledge.
Flick, U., 2015. Introducing research methodology: A beginner's guide to doing a research
project. Sage.
Ledford, J.R. and Gast, D.L., 2018. Single case research methodology: Applications in special
education and behavioral sciences. Routledge.
Quinlan, C., Babin, B., Carr, J. and Griffin, M., 2019. Business research methods. South Western
Cengage.
Kim, S. and Yoon, G., 2015. An innovation-driven culture in local government: do senior
manager’s transformational leadership and the climate for creativity matter?. Public Personnel
Management, 44(2), pp.147-168.
Agote, L., Aramburu, N. and Lines, R., 2016. Authentic leadership perception, trust in the leader,
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14IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY
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