Leadership, work outcomes and openness to change following an Indonesian bank merger

Although charismatic, inspiring, and transformational leaders enhance work attitudes in stable work environments, their utility in dynamic contexts has not been investigated extensively. Furthermore, whether or not the benefits of this leadership style depend on openness to change has not been explored. To redress these shortfalls, leaders (n = 57) and followers (n = 91) in a post-merger Indonesian bank completed questionnaires that assess the perceived leadership style of supervisors, as well as the job satisfaction, intention to leave, commitment to the change, and openness to change in employees. Affectivity of leaders was also examined. Transformational leadership was positively related to job satisfaction, particularly when employees demonstrated openness to change. Furthermore, leaders who experienced positive affect were most likely to demonstrate transformational leadership. This finding indicates that leadership styles that are regarded as effective in stable environments are also applicable soon after mergers, especially if employees conceptualize change as an opportunity for growth and advancement.

[1]  Jacob Jacoby,et al.  Is there an optimal number of alternatives for Likert-scale items? Effects of testing time and scale properties. , 1972 .

[2]  M. Kirton,et al.  Correlates of managers' attitudes toward change. , 1973 .

[3]  W. Mobley,et al.  Review and Conceptual Analysis of the Employee Turnover Process , 1979 .

[4]  P. Costa,et al.  Influence of extraversion and neuroticism on subjective well-being: happy and unhappy people. , 1980, Journal of personality and social psychology.

[5]  G. Yukl,et al.  Leadership in Organizations , 1981 .

[6]  S. Kobasa.  Commitment and coping in stress resistance among lawyers. , 1982 .

[7]  B. Tabachnick,et al.  Using Multivariate Statistics , 1983 .

[8]  B. Bass.  LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS , 1985 .

[9]  James L. Bowditch,et al.  When Cultures Collide: The Anatomy of a Merger , 1985 .

[10]  P. Lewis,et al.  Transactional and Transformational Leadership: A Constructive/Developmental Analysis , 1987 .

[11]  D. Watson,et al.  Development and validation of brief measures of positive and negative affect: the PANAS scales. , 1988, Journal of personality and social psychology.

[12]  S. Ashford,et al.  Content, Cause, and Consequences of Job Insecurity: A Theory-Based Measure and Substantive Test , 1989 .

[13]  H. Markus,et al.  Culture and the self: Implications for cognition, emotion, and motivation. , 1991 .

[14]  A. Doug,et al.  Beyond traditional paternalistic and developmental approaches to organizational change and human resource strategies , 1991 .

[15]  S. West,et al.  Multiple Regression: Testing and Interpreting Interactions. , 1994 .

[16]  A. Denisi,et al.  Communication with Employees Following a Merger: A Longitudinal Field Experiment , 1991 .

[17]  W. Miller,et al.  Motivational Interviewing: Preparing People to Change Addictive Behavior , 1991 .

[18]  Cary L. Cooper,et al.  Mergers and Acquisitions: The Human Factor , 1992 .

[19]  Pierre R. Dasen,et al.  Cross-Cultural Psychology: Research and Applications , 1992 .

[20]  D. Watson,et al.  Affect, personality, and social activity. , 1992, Journal of personality and social psychology.

[21]  A. Bryman.  Charisma And Leadership In Organizations , 1993 .

[22]  D. Watson,et al.  On traits and temperament: general and specific factors of emotional experience and their relation to the five-factor model. , 1992, Journal of personality.

[23]  Frank J. Krzystofiak,et al.  Changes in Employee Attitudes after an Acquisition , 1993 .

[24]  Vernon D. Miller,et al.  Antecedents to willingness to participate in a planned organizational change , 1994 .

[25]  Rick D. Hackett,et al.  Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership. , 1995 .

[26]  D. Berry,et al.  Positive affect, negative affect, and social interaction , 1996 .

[27]  M. Brewer,et al.  Who is this "We"? Levels of collective identity and self representations. , 1996 .

[28]  R. McCrae.  Social consequences of experiential openness. , 1996, Psychological bulletin.

[29]  J. Turner,et al.  Social identity, self-categorization, and the perceived homogeneity of ingroups and outgroups: The interaction between social motivation and cognition. , 1996 .

[30]  Bernard M. Bass,et al.  Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries? , 1997 .

[31]  R. J. House,et al.  The Social Scientific Study of Leadership: Quo Vadis? , 1997 .

[32]  Joop van der Pligt,et al.  Categories of Category Accessibility: The Impact of Trait Concept versus Exemplar Priming on Person Judgments ☆ , 1997 .

[33]  Robert R. Hirschfeld.  Does Revising the Intrinsic and Extrinsic Subscales of the Minnesota Satisfaction Questionnaire Short Form Make a Difference? , 2000 .

[34]  T. Judge,et al.  Five-factor model of personality and transformational leadership. , 2000, The Journal of applied psychology.

[35]  Connie R. Wanberg,et al.  Predictors and outcomes of openness to changes in a reorganizing workplace. , 2000, The Journal of applied psychology.

[36]  E. Higgins.  Making a good decision: value from fit. , 2000, The American psychologist.

[37]  Bruce J. Avolio,et al.  Platoon Readiness as a Function of Leadership, Platoon, and Company Cultures , 2000 .

[38]  R. N. Kanungo,et al.  Charismatic leadership and follower effects , 2000 .

[39]  John P. Meyer,et al.  Commitment in the workplace: toward a general model , 2001 .

[40]  Katherine J. Klein,et al.  Predicting followers' preferences for charismatic leadership: the influence of follower values and personality , 2001 .

[41]  Frederick G. Lopez,et al.  Probing the Social Support and Work Strain Relationship among Adult Workers: Contributions of Adult Attachment Orientations , 2001 .

[42]  Robin Martin,et al.  Role of Organizational Identification on Implicit Leadership Theories (ILTs), Transformational Leadership and Work Attitudes , 2001 .

[43]  Michael A. Hogg,et al.  A Social Identity Theory of Leadership , 2001 .

[44]  Victor J. Callan,et al.  Employee Adjustment to an Organizational Merger: An Intergroup Perspective , 2001 .

[45]  J. George,et al.  When Job Dissatisfaction Leads to Creativity: Encouraging the Expression of Voice , 2001 .

[46]  D. van Knippenberg,et al.  Organizational identification after a merger: a social identity perspective. , 2002, The British journal of social psychology.

[47]  John P. Meyer,et al.  Commitment to organizational change: extension of a three-component model. , 2002, The Journal of applied psychology.

[48]  Chris W. Clegg,et al.  Familiarity breeds content: The impact of exposure to change on employee openness and well-being. , 2002 .

[49]  Hilde Hetland,et al.  Transformational leadership in Norway: Outcomes and personality correlates , 2003 .

[50]  E. Higgins,et al.  Transfer of value from fit. , 2003, Journal of personality and social psychology.

[51]  B. Bass,et al.  Predicting unit performance by assessing transformational and transactional leadership. , 2003, The Journal of applied psychology.

[52]  Fred O. Walumbwa,et al.  Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging economies , 2003 .

[53]  Timothy T. Baldwin,et al.  Setting the stage for effective leadership: Antecedents of transformational leadership behavior , 2004 .

[54]  L. Chen.  EXAMINING THE EFFECT OF ORGANIZATION CULTURE AND LEADERSHIP BEHAVIORS ON ORGANIZATIONAL COMMITMENT, JOB SATISFACTION, AND JOB PERFORMANCE AT SMALL AND MIDDLE-SIZED FIRMS OF TAIWAN , 2004 .

[55]  Joanna Goodman,et al.  The medium and the message: communicating effectively during a major change initiative , 2004 .

[56]  B. Shamir,et al.  The emotional bond: vision and organizational commitment among high‐tech employees , 2004 .

[57]  M. Griffin,et al.  Dimensions of transformational leadership: Conceptual and empirical extensions , 2004 .

[58]  Stephen J. Zaccaro,et al.  Leader visioning and adaptability: Bridging the gap between research and practice on developing the ability to manage change , 2004 .

[59]  D. Maheswaran,et al.  The Effects of Self-Construal and Commitment on Persuasion , 2005 .

[60]  P. Shaver,et al.  Attachment, self-esteem, worldviews, and terror management: evidence for a tripartite security system. , 2005, Journal of personality and social psychology.

[61]  Joel Brockner,et al.  The influence of interdependent self-construal on procedural fairness effects , 2005 .

[62]  Fred O. Walumbwa,et al.  Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms , 2005 .