Abawa i, Abdulhakim Mulu; Debela, Kenenisa Lemi; Abegaz, Mekonnen Bogale
A icle
The e ec s o o ganiza ional cul u e on change
managemen in O omia public sec o s: he media ing ole
o leade ship s yles
Cogen Business & Managemen
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Taylo & F ancis G oup
Sugges ed Ci a ion: Abawa i, Abdulhakim Mulu; Debela, Kenenisa Lemi; Abegaz, Mekonnen Bogale
(2024) : The e ec s o o ganiza ional cul u e on change managemen in O omia public sec o s: he
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The effec s o o ganiza ional cul u e on change
managemen in O omia public sec o s: he
media ing ole o leade ship s yles
Abdulhakim Mulu Abawa i, Kenenisa Lemi Debela & Mekonnen Bogale
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The e ec s o o ganiza ional cul u e on change managemen in
O omia public sec o s: he media ing ole o leade ship s yles
abdulhakim Mulu abawa i, Kenenisa lemi Debela and Mekonnen Bogale abegaz
Depa men o Managemen , College o Business and economics, Jimma uni e si y, o omia, Jimma, e hiopia
ABSTRACT
change ini ia i es ha ha e been in oduced in O omia public o ganiza ions ha e no
me he desi ed ou comes. al hough li e a u e demons a es he ole o o ganiza ional
cul u e and leade ship o success ul o ganiza ional change, he impac o exis ing
cul u e and leade ship on change has la gely been neglec ed du ing he implemen a ion
o change ini ia i es in he O omia public sec o . he e o e, his s udy examines he
e ec o o ganiza ional cul u e on change managemen h ough leade ship s yles. he
s udy was conduc ed on a sample o 301 indi iduals, de e mined ou o he o al
popula ion o 3035 people wo king ac oss 16 public sec o s. su ey ques ionnai es we e
dis ibu ed and collec ed om a p opo ional sample d awn using s a i ied simple
andom sampling. he esul s o he s uc u al equa ion modeling analysis e ealed
leade ship s yle and o ganiza ional cul u e ha e a signi ican posi i e di ec e ec on
change managemen , explaining 64% o he a iance. Mo eo e , o ganiza ional cul u e
has a signi ican indi ec e ec on change managemen . leade ship s yle pa ially
media es he ela ionship. he s udy highligh ed he impo ance o a cons uc i e
cul u e and ans o ma ional leade ship o he success ul managemen o change.
Public o ganiza ions, he e o e, need o de elop no ms o cons uc i e cul u e which a e
collabo a i e, achie emen -o ien ed, inno a i e and open o suppo he change e o s
wi h ele an cul u e. Mo eo e , o ganiza ions need o ha e ans o ma ional leade s o
manage he change p ocess e ec i ely. his s udy helps public o ganiza ions in he
de elopmen o success ul change managemen s a egies by iden i ying cul u al no ms
and leade ship s yle needed o change success in he con ex o de eloping coun y.
In oduc ion
We li e in a highly dynamic wo ld, whe e change is cons an and happens o people, o ganiza ions and
egions e e ywhe e. he lux occu s as a esul o an in ica e in e ac ions be ween an o ganiza ion’s and
a communi y’s in e nal and ex e nal se ings (Van de Me we, 2018). in o de o adap o he luid en i-
onmen , o ganiza ions mus cons an ly e hink and ein en hei goals, s uc u es, and mos impo -
an ly he capaci y o espond o he e ol ing needs su icien ly. Fo his change should be managed
p ope ly wi h cus omized change managemen amewo ks (ahmed, 2017). change managemen modi-
ies an en i e o ganiza ion sys em, people, p ocess, s uc u e, cul u e and echnology by p o iding a
use ul amewo k (hussain e al., 2018). he a mwo k helps o ganiza ion o in eg a e change in o i s
cul u e, coo dina e change ini ia i es wi h he b oade o ganiza ional plan, and manage change e ec i ely.
change managemen is becoming inc easingly impo an o o ganiza ion o su i e and h i e in
dynamic en i onmen s by de eloping inno a i e beha io s and o ganiza ional inno a ion (sung & Kim,
2021). he e o e, manage s and leade s o o ganiza ions should be inno a o s in change managemen
s a egies and echniques o adap o shi ing socioeconomic condi ions, echnological ad ancemen s
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup.
CONTACT Kenenisa Lemi Debela [email p o ec ed] Depa men o Managemen , College o Business and economics, Jimma
uni e si y, o omia, Jimma, e hiopia
h ps://doi.o g/10.1080/23311975.2024.2375623
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 14 Decembe
2023
Re ised 6 June 2024
accep ed 28 June 2024
SUBJECTS
leade ship; Business,
Managemen and
accoun ing; leade ship
s a egy; leade ship
KEYWORDS
change managemen ;
leade ship s yles;
o ganiza ion cul u e;
O omia; public sec o s
REVIEWING EDITOR
Jose-luis
Rod iguez-sanchez, Rey
Juan ca los Uni e si y,
spain
2 a. M. aBaWaRi e al.
and he wo kplace condi ion ul ima ely o achie e o ganiza ional goals (Bu nes e al., 2016). a well-planned
change managemen s a egy is essen ial o implemen changes success ully o he en i e o ganiza ion
(Zainol e al., 2021).
cul u e, as i a ec s bo h indi idual and o ganiza ional beha io s, is cen al o achie ing o ganiza-
ional objec i es and goals, including change success in o ganiza ions (Mish a & Kasim, 2023; Ro eng,
2020). neglec ing cul u e in o ganiza ional change managemen nega i ely a ec s change success.
O ganiza ional cul u e can d i e he need o change, especially when i is adap i e, o wa d- hinking
and aligned wi h s a egic objec i es (adin, 2021). a esis an cul u e may impede change e o s, while
a p agma ic, inno a i e cul u e can acili a e and suppo change ini ia i es. O ganiza ional cul u e may
impac o ganiza ional inno a ion by in luencing he knowledge c ea ion and knowledge exchange p o-
cess (adeina & abdul a ah, 2019).
in an en i onmen ha is dynamic and inc easingly compe i i e, leade ship plays an essen ial ole in
change success (elsan Mansa ay, 2019; ind ias u i & Fach unnisa, 2021; Øyga den e al., 2020). in his
iew, leade s in o ganiza ions a e conside ed agen s o change, and hei main du ies a e o main ain
he p ocess o change in hei o ganiza ions o sus ainable o ganiza ional pe o mance. leade s sp ead
ideas and os e mindse s ha will assis people in de eloping he p ac ices and beha io s ha can
suppo hem in g owing accus omed o change. Mo eo e , leade ship plays signi ican ole in coo dina -
ing esou ces and p o iding ision (Jokić e al., 2019). he e o e, he ole o leade ship should be cen al
o any empi ical in es iga ion ha ocuses on o ganiza ional change managemen .
se e al ac o s may de e mine change managemen success bu s ong leade ship, e ec i e and pe -
sis en communica ion, employees and change agen ’s mo i a ion, esou ces and s akeholde s’ in ol e-
men in decision-making p ocess we e conside ed c i ical (e ida & lo i, 2021; K ukowski e al., 2021).
change managemen is c ucial o adap abili y and esponsi eness o socie al changes in public o gani-
za ions. Public o ganiza ions a e inhe en ly dynamic and ace unique challenges due o hei in ica e
o ganiza ional cul u e, bu eauc a ic sys ems and accoun abili y (Bay ak a & Jiménez, 2020; leisink e al.,
2021). implemen ing change in public o ganiza ions in de eloping coun ies is o en challenging because
p ac ical eali y o he p ac ice o change managemen de ached om heo e ical amewo ks (Mi e al.,
2020). inc eased ole o leade ship and he use o speci ic cus omized models we e conside ed i al o
success ul change managemen in he public o ganiza ions (ahmed, 2017; Mamo geb e sadik, 2022).
li e a u e indica es ha oughly 65% o o ganiza ional change ini ia i es ail as a esul o ine ec i e
implemen a ion (Ro hwell e al., 2021). P ope implemen a ion o change ini ia i es imp o es o ganiza-
ional pe o mance (Kau e al., 2022).
in e hiopia change ini ia i es ha we e in oduced o public o ganiza ions ha e no achie ed in ended
goals (ahmed, 2017; aman a, 2020; Kebede Debela e al., 2020; adesse, 2019). he change ini ia i es
we e poo ly implemen ed and managed. lack o employee awa eness and engagemen on change, poo
planning, communica ion b eakdown, lack o esou ce, poo change agen skills and employee esis ance
no ably cha ac e ize and a ec change success (al aseb e al., 2023; gemechu & ib ahim Wake, 2021;
solomon e al., 2018; adesse, 2022). adesse (2019) no ed ha he e o ms in public o ganiza ion in
e hiopia ailed o mee goals because hey we e op down, lacking he equi ed owne ship and suppo
a lowe -le el om leade ship and employees. aman a (2020) s a ed change ini ia i es in public o gani-
za ions ha e ailed because he e o ms we e incompa ible wi h his o ical and poli ico-adminis a i e
con ex s due o high poli ical in luence and lack o ci il se ice neu ali y in public sec o s, and change
leade s’ appoin men which has o en made based on poli ical a ilia ion a he han me i . as a esul ,
leade s end o o ce he change on he people wi hou aking people on boa d because hey we e less
equipped and lacks leade ship beha io s, skills and s yles needed o manage he change p ocess e ec-
i ely and success ully.
Majo i y o empi ical li e a u e in e hiopian public sec o we e limi ed me hodologically o desc ip i e
s udy and in scope o a single o ganiza ion. hey ied o in es iga e he p ac ices and challenges hin-
de ing success ul implemen a ion o change ini ia i es. al hough he ole o leade ship and o ganiza-
ional cul u e i ally p onounced in li e a u e o change success and o ganiza ional pe o mance
(almahasneh e al., 2023; Donko , 2021; Donko e al., 2021; las ado & Kassem, 2021; lango & sopiah,
2022), he impac o o ganiza ional cul u e on change managemen has been o e looked in empi ical
s udies made in e hiopian public o ganiza ions. hough he impac o leade ship s yle ecei ed ela i ely
cOgen BUsiness & ManageMen 3
be e a en ion (Zeleke, 2021; Zeleke & Ki le, 2020), ew leade ship s yles we e explo ed. Mos impo -
an ly, limi ed s udy (engida e al., 2022) explo ed he link be ween o ganiza ional cul u e, leade ship
s yles and change managemen in he con ex o e hiopian public sec o s.
Mo eo e , in b oade con ex in wide li e a u e, he in e ac ion be ween o ganiza ion cul u e and
leade ship s yle on change managemen has no been adequa ely in es iga ed. Resea ch has mos ly
demons a ed he impac o a ious leade ship s yles, pa icula ly ans o ma ional leade ship, on
o ganiza ional cul u e (al- ahi ah e al., 2020; Kau Bagga e al., 2023; Yaseen e al., 2018; Yıkılmaz &
sü ücü, 2023; Zeleke, 2021; Zeleke & Ki le, 2020). lokaj and sad ija (2020), on he o he hand, ound
he ecip ocal in luence o leade ship s yles and o ganiza ional cul u e on one ano he . ne e heless,
he e has no been enough empi ical esea ch done on how o ganiza ional cul u e a ec s leade ship
s yle and mos impo an ly on how o ganiza ional cul u e a ec s o ganiza ional change h ough lead-
e ship s yles.
he e o e, his s udy aims o add ess he gaps iden i ied bo h in e hiopian li e a u e and in wide
li e a u e by in es iga ing he e ec o o ganiza ional cul u e on change managemen by conside ing he
media ing ole o leade ship s yles ( ans o ma ional, ansac ional, se an and acili a i e) in he public
sec o s in O omia – he la ges egional s a e in e hiopia. his s udy is unique in i s app oach and com-
p ehensi e in i s scope in e hiopia co e ing 16 public o ganiza ions a egional le el and concep ually
explo ing he impac o o ganiza ional cul u e on o ganiza ional change h ough leade ship s yles. his
s udy is signi ican and i s esul will ha e impo an heo e ical and p ac ical con ibu ions. heo e ically,
he s udy s eng hens he de eloping knowledge ela ed o he issues unde in es iga ion by adding
e hiopian con ex . P ac ically, he s udy enables public o ganiza ions in de eloping e ec i e change
managemen s a egies.
Li e a u e e iew
Change managemen
change managemen is conside ed as a c i ical manage ial compe ency in con empo a y execu i e li e -
a u e (some ille e al., 2021). i is he p ocess o con inually aligning an o ganiza ion’s people and cul-
u e wi h sys ems changes, business s a egy and o ganiza ional s uc u e (g ae z & smi h, 2010). his
p ocess equen ly me wi h esis ance due o conce ns and unce ain ies ha change migh b ing.
People less likely suppo change unless hey a e pe suaded and aken on boa d (ind ias u i & Fach unnisa,
2021; some ille e al., 2021). Realizing he need o change, explaining i o o he s and ge ing hei
inpu , c ea ing and execu ing change plans, mo i a ion, building eam and esou ces, op managemen
commi men and coaching, moni o ing p og ess and acknowledging accomplishmen s a e impo an
ing edien s o change success (K ukowski e al., 2021; nyaungwa e al., 2015).
Due o i s unique cha ac e is ics, such as high poli ical in luence, eli e decision-making, ed ape and
bu eauc acy public o ganiza ions o en adop a planned change app oach o a ain desi ed ou comes
(Polli , 2007). Planned o ganiza ional change is he delibe a e p ocess o mo ing an o ganiza ion om
i s cu en condi ion o a desi ed u u e s a e (ha igopal, 2007; hussain e al., 2018). change can be
inc emen al o adical (Bu nes e al., 2016). Wi hin his dis inc ion, li e a u e iden i ied h ee ypes o
change: sub-sys em change, o ganiza ion change and sec o change (Kuipe s e al., 2014). acco ding o
Kuipe s e al. (2014), a sub-sys em change is he g adual implemen a ion o new sys ems, p ocesses and
p ocedu es inside a po ion o an o ganiza ion wi hou a ec ing he main o ganiza ional p ocedu es.
O ganiza ion change, on he o he hand, a e ans o ma ional changes ha impac all o ganiza ional
sys ems. he o ma ion o di e en pa ne ships o sec o -speci ic e o ms like wel a e e o m, p i a iza-
ion o he consolida ion o go e nmen agencies a e examples o sec o changes associa ed wi h public
se ice e o ms.
Managing change – managing s a egy, p ocess, people and cul u e success ully has become he sil e
bulle o success in mode n o ganiza ions. Bu his equi es change managemen heo y o model.
se e al change managemen models we e de eloped o in o m and guide he change p ocess in di e -
en o ganiza ional con ex s. howe e , some o he common change managemen models es ed and
equen ly used in managing planned change in public o ganiza ions we e Ku lewin’s change model,
4 a. M. aBaWaRi e al.
Ko e ’s 8 s ep change model, aDKaR change managemen model, Bee ’s six-s ep change model, Judson’s
Fi e s eps, app ecia i e inqui y (ai) and Kan e , s ein and Jick’s en commandmen s (s ou en e al., 2018).
cummings and Wo ley (2015) desc ibed h ee heo ies: lewin’s change model, he ac ion esea ch
model and he posi i e model wi hin he basic planned change amewo ks shown in Figu e 1.
acco ding o he au ho s (cummings & Wo ley, 2009, 2015), he amewo k ou lines he ou unda-
men al asks ha membe s o he o ganiza ion and p ac i ione s collabo a e o do in an o ganiza ion.
he model’s a ows linking he a ious asks illus a e he usual low o e en s: en e ing and con ac ing,
diagnosing, o ganizing and ca ying ou change, assessing and ins i u ionalizing change. he lines ha
join he a ious ac i i ies highligh how o ganiza ional ans o ma ion is no a simple, linea p ocess bu
a he equi es a g ea deal o o e lap and in e ac ion be ween he many ope a ions. Mo eo e , he
au ho s no ed ha he a ious s ages may no nea ly as s uc u ed as he model sugges s in eali y.
Depending on he demands and goals o he clien , he abili ies and alues o he change agen , and
he en i onmen o he business, p ac i ione s can adap he s ages o ma ch he needs o he
ci cums ance.
Ku Lewin’s change managemen model
acco ding o his model, o ganiza ional change managemen can be b oken down in o h ee smalle ,
mo e manageable s ages: un eeze, change and e eeze. lewin’s p oposes ha o ganiza ions need o
ha e ime ini ially o e lec on he change and o ganiza ional in ol emen analysis p io o ‘un eezing’
he o ganiza ion. lewin made se e al assump ions o e ec i e change o occu . hese we e change
needs a change mo i a o , employees should be a he hea o changes wi hin he o ganiza ion and
hose a ec ed by he change need o adap , inco po a e he new p ocesses in o hei ou ine and dis-
con inue pas p ac ices. lewin pos ula es ha o o e come esis ance o change eplacing o ganiza ional
beha io s and a i udes needed (galli, 2018). leade ship plays a ole o a change agen in he Ku
lewin’s model o un eeze he o ganiza ion. acco ding o hussain e al. (2018) addi ional in o ma ion
mus be conside ed o adap lewin’s h ee gene al s eps o speci ic si ua ions. Focus on leade ship s yle
is impo an o manage change p ocess. employee in ol emen and sha ing knowledge a e dominan
ole o leade ship in change p ocess o lewin’s model.
Ac ion esea ch and he posi i e model
he ac ion esea ch pa adigm is cyclical p ocess whe ein p elimina y o ganiza ional esea ch yields
knowledge o di ec ollow-up ac ions. he ac ion’s ou comes a e hen e alua ed o o e u he da a
ha will di ec u u e s eps. he model has eigh cyclical phases: p oblem iden i ica ion, expe consul-
a ion, da a collec ion and p elimina y diagnosis, eedback o key clien s o g oup, collabo a i e p oblem
diagnosis, coope a i e ac ion planning, ac ion and pos -ac ion da a ga he ing. he s ep hen mo es back
o he eedback phase (cummings & Wo ley, 2009, 2015). he posi i e model, ep esen s an impo an
depa u e om lewin’s model and he ac ion esea ch p ocess by ocusing on wha he o ganiza ion is
doing igh a he han ocusing on he de ici o sol ing o ganiza ional p oblems. he model shows ha
people end o ac in ways ha make hei expec a ions occu . hus, posi i e expec a ions abou he
o ganiza ion can c ea e an an icipa ion ha ene gizes and di ec s beha io owa d making hose belie s
happen. he posi i e model in ol es i e phases: ini ia e he inqui y, inqui e in o he basic p ac ices,
Figu e 1. Planned change amewo ks (Cummings & Wo ley, 2015, p. 28).
cOgen BUsiness & ManageMen 5
disco e hemes, en ision a p e e ed u u e, and design and deli e ways o c ea e he u u e. hen he
p ocess goes back o s ep – inqui e he basic p ac ices.
Empi ical esea ches on E hiopian public o ganiza ions
Majo i y o empi ical li e a u e ecen ly made on public o ganiza ions in e hiopia (see able 1) mos ly
ocused on in es iga ing and desc ibing he p ac ices and challenges o he implemen a ion o change
ini ia i es. Few o hese s udies adop es ablished change managemen amewo ks o explo e imple-
men a ion o he change. hence, hey did no gi e ull pic u e o he change p ocess in public o gani-
za ions spanning om en e aining he need o change, planning change, communica ing, implemen ing
and moni o ing p og ess. in addi ion, hese s udies we e limi ed me hodologically o desc ip i e s udy
and in scope mainly o a single o ganiza ion employing small sample. excep engida e al. (2022) none
ha e explo ed specially he impac o o ganiza ional cul u e on o ganiza ional change. he impac o
leade ship s yle on change was no also su icien ly s udied. he e o e, mo e empi ical in es iga ions
mo e comp ehensi e in app oach, me hods and concep ual scope is needed in his a ea o in o m he
p ac ice and ad ance con ex ual knowledge.
Hypo hesis de elopmen
Change managemen and o ganiza ional cul u e
he implemen a ion o o ganiza ional change is highly cul u ally sensi i e. lewin’s change heo y empha-
sizes he need o unde s and o ganiza ional cul u e be o e implemen ing change. cul u e p o ides a
pla o m o con inuous, smoo h changes in managemen . hence, o ganiza ional cul u e is he mos
in luen ial ac o in sus aining e o s o change (na eed e al., 2017). O ganiza ional cul u e had a
Table 1. summa y o ecen empi ical s udies on o ganiza ional change in e hiopia public sec o .
au ho ’s and da e s udy pu pose Me hods Resul s Limi a ions
1gemechu and ib ahim
Wake (2021)
Change managemen
p ac ice and challenges
in e hio elecom sou h
egion
Desc ip i e BsC, QC, KiZen philosophy (5s)
and PDP we e no
success ully implemen ed due
lack o change aining,
change agen poo skills and
ine ec i e communica ion
sample 69
ocus – business
o ganiza ion
2 adesse (2022)e alua e change
managemen p ac ices
and challenges in
e hiopian De elopmen
Bank Hawassa dis ic
Desc ip i e esea ch unsa is ac o y change
managemen p ac ices due o
ine ec i e communica ion,
esis an cul u e, alloca ion o
esou ces and delayed
change p ojec
implemen a ion
sample small 51
scope – single
o ganiza ion
3al aseb e al. (2023)explo ed p ac ice and
challenges o change
managemen in Fede al
sup eme Cou in
e hiopian
Desc ip i e design Resis ance, lack o change
knowledge, lack o employee
aining, and in ol emen in
he change p ocess.
Lacks amewo k
4engida e al. (2022)impac o change
leade ship on
employee eadiness o
change in public
o ganiza ions
su ey employees’ eadiness o change
no a ec ed by change
leade ship di ec ly and
indi ec ly. o ganiza ional
cul u e has di ec e ec bu
does no media e
Did no indica e change
leade s’ s yles
5Zeleke (2021)explo ed he links
be ween leade ship
s yles and ins i u ional
eadiness o change in
i e public uni e si ies
Co ela ion hough ins i u ional eadiness
o change was ound high
exis ing leade ship s yles:
ansac ional and laissez- ai e
impede he need o change
Limi ed o ew
leade ship s yles
6Mamo geb e sadik
(2022)
Con ibu ion o mid and
lowe -le el academic
leade s on change
eadiness in he
uni e si y.
su ey Change eadiness posi i ely
associa ed wi h leade ship
bu change eadiness was
ound low because leade s
did no su icien ly wo k on i
employees, op leade s
excluded
6 a. M. aBaWaRi e al.
signi ican posi i e in luence on o ganiza ional eadiness o change (al- ahi ah e al., 2020) as well as on
employees’ eadiness o change (engida e al., 2022). simila ly, o he s udies (Kau Bagga e al., 2023)
indica ed ha o ganiza ional cul u e has a di ec e ec on change managemen and a pa ial media ion
e ec in he ela ionship be ween ans o ma ional leade ship and change managemen . Mos o he
s udies which show he associa ion be ween o ganiza ional cul u e and change managemen we e dom-
inan ly ocused on business o ganiza ions. hus, mo e con ex ual s udy on public sec o in de eloping
coun ies will add knowledge om di e en pe spec i e and also could ha e p ac ical ami ica ions.
H1: O ganiza ional cul u e has a signi ican impac on change managemen .
O ganiza ional cul u e and leade ship s yle
leade ship s yle can be seen as he way leade s use hei powe and au ho i y o in luence he beha io
and ou comes o o he s. leade s can shape o ganiza ional cul u e by communica ing hei ision, alues
and expec a ions, as well as by modeling and ein o cing desi ed beha io s and no ms. cul u e, as a
dynamic p ocess esul ing om in e ac ion among membe s o an o ganiza ion, is p omo ed h ough
leade ship beha io s (schein, 2004). cul u al no ms a e ela ed o leade ship s yles. s udies ha e shown
he in luence o ans o ma ional leade ship s yle on o ganiza ional cul u e (go ende , 2017; ledimo,
2014), ansac ional leade ship s yle (al- ahi ah e al., 2020) and si ua ional leade ship on o ganiza ional
cul u e (samsu i e al., 2020). al hough o ganiza ional cul u e ac o s can a ec how leade s pe cei e
hei oles, esponsibili ies and expec a ions, as well as how hey in e ac wi h hei ollowe s and s ake-
holde s, o ganiza ional cul u e has a ely been conside ed an an eceden o leade ship s yle in empi ical
in es iga ions. hus, we a gue ha leade s should unde s and he impac o o ganiza ional cul u e on
di e en o ms o leade ship s yles in o de o de elop e ec i e change managemen s a egies.
H2: O ganiza ional cul u e has a signi ican di ec e ec on leade ship s yles.
Leade ship s yle and change managemen
leade ship s yle is essen ial o in luence and di ec eam membe s’ e o s owa d accomplishing hei
objec i es (s eme sch e al., 2022). schola s ha e es ablished ha app op ia e leade ship s yle is a key
enable o o ganiza ional success (gao e al., 2021). he li e a u e shows ha change managemen ini-
ia i es would ail when leade s ollowed an au ho i a ian leade ship s yle (Vi o & se hi, 2020). he majo -
i y o he empi ical li e a u e highligh ed he c i ical ole o ans o ma ional leade ship o success ully
implemen a ion o o ganiza ional change in he public sec o (elsan Mansa ay, 2019; Zainol e al., 2021).
Bu ansac ional leade ship ound o ha e li le in luence on o ganiza ional eadiness o change
(al- ahi ah e al., 2020). au hen ic leade s c ea e employees’ eadiness o change, de elop hei commi -
men and p o ide beha io al suppo o change (Baka i e al., 2017). While some ound he posi i e
e ec o change-o ien ed leade ship on planned and eme gen change (al-ali e al., 2017) o he s like
engida e al. (2022) indica e change leade ship has no signi ican e ec on employees’ eadiness o
change. We can see ha his a ea is s ill de eloping.
H3: Leade ship s yles ha e a signi ican e ec on o ganiza ional change managemen .
Leade ship s yle as a media o
se e al s udies ha e demons a ed ha o ganiza ional cul u e media es he impac o di e en leade -
ship s yles on a ious ou come a iables. examples include he ela ionship be ween lMX and change
managemen (a i e al., 2017), he impac o change-o ien ed leade ship on planned and eme gen
change (al-ali e al., 2017), he ela ionship be ween ans o ma ional leade ship and o ganiza ional com-
mi men (Mish a & Upadhyay, 2022) and he e ec o inclusi e leade ship on o ganiza ional ci izenship
beha io (hanh an & choi, 2019). Recen empi ical s udies ha e shown he in e media y ole o a ew
leade ship s yles. ans o ma ional leade ship media es he ela ionship be ween o ganiza ional cul u e
and o ganiza ional pe o mance (sinaga e al., 2018) no o ganiza ional change. he media ing ole o
cOgen BUsiness & ManageMen 7
leade ship s yle in gene al and di e en ypes o leade ship s yles in he ela ionship be ween o ganiza-
ional cul u e and change has no been adequa ely s udied. he e o e, i is impe a i e o empi ically
explo e he impac o o ganiza ional cul u e on change managemen h ough di e en ypes o leade -
ship s yle.
H4: Leade ship s yles signi ican ly media e he ela ion be ween o ganiza ional cul u e and change managemen .
Concep ual model
he concep ual model o his s udy is indica ed in Figu e 2 below.
Resea ch me hodology
Popula ion and sampling
Using quan i a i e app oach, his s udy a ge ed employees o 16 public o ganiza ions in O omia,
e hiopia’s la ges egional s a e. a o al o 3035 employees we e wo king in di e en capaci ies in he
o ganiza ions, cons i u ing o al popula ion o he s udy. a sample size o 353 pa icipan s we e es i-
ma ed a a popula ion p opo ion 0.5, sampling e o 0.05 and 95% con idence le el. Be o e da a collec-
ion, e hical app o al was sough by he au ho and g an ed by Jimma Uni e si y Pos g adua e ad iso y
commi ee o Business and economic college. Upon app o al he commi ee w o e and dispa ched
consen le e s o he o ganiza ions pa icipa ing in he su ey. in o med consen also ob ained e bally
om pa icipan s du ing dis ibu ion o su ey ques ions. hen, su ey ques ionnai es we e dis ibu ed
o he p opo ional samples d awn om each sec o h ough s a i ied simple andom sampling. op
leade ship, middle-le el leade s and egula employees pa icipa ed in he su ey. al hough 315 ques-
ionnai es we e e u ned, some we e excluded due o e oneous esponses (e.g. s aigh line esponses)
and sizable missing da a. Finally, esponses o 301 pa icipan s we e used o analysis, cons i u ing a
esponse a e o 85.2%. he sample dis ibu ion was 19 pa icipan s in a e age wi h minimum and max-
imum ange o 10–30 pa icipan s ( able 2).
Su ey ins umen
Fou cha ac e is ics o leade ship beha io s – ans o ma ional, ansac ional, se an and acili a i e –
we e used o e alua e a leade ’s s yle. eigh i ems om he Mul i ac o leade ship Ques ionnai e
(MlQ-5X), a well-known su ey ool, we e used o he i s wo dimensions. eigh i ems o se an and
acili a i e leade ship we e aken om p e ious esea ch. explo a o y ac o analysis (eFa) and con i ma-
o y ac o analysis (cFa) we e used o alida e he ins umen s. he eFa analysis ound Kaise –Meye –
Olkin (KMO) alue 0.902, which is highe han he h eshold alue 0.50 equi ed o sampling adequacy
indica ing he scale was adequa e. in addi ion, he Ba le ’s es o sphe ici y (X2 = 4789.882; d = 210)
was signi ican . he o iginal da a used in he sample we e app op ia e o p incipal componen analysis
(Pca), as he p alue was less han 0.05. addi ional cFa analysis con i med he alidi y and i ness o he
ou - ac o model p oduced by eFa. a easonably accep able i be ween he p oposed model and he
obse ed da a can be ound when cu o alues close o 0.95 o ucke lewis index ( li) and compa a i e
Fi index (cFi), cu o < 0.08 o s anda dized oo mean squa e esidual (sRMR), and cu o < 0.06 o
Figu e 2. Concep ual model o he s udy.
14 a. M. aBaWaRi e al.
Theo e ical implica ion
his s udy made signi ican heo e ical con ibu ion. in hei conside a ion o he ela ionship be ween
leade ship s yle, o ganiza ional change and o ganiza ional cul u e, p e ious s udies on he issue usually
saw o ganiza ional cul u e as a media ing ac o . howe e , his s udy sugges ed ha leade ship s yle ac s
as a media o be ween o ganiza ional cul u e and change managemen . Mo eo e , a mul i ude o empi -
ical s udies ha e in es iga ed he unc ion o ans o ma ional leade ship conce ning o ganiza ional
ans o ma ion. his s udy con ibu es o he body o knowledge on leade ship by combining ou lead-
e ship s yles: ansac ional, se an , ans o ma ional and acili a i e. Mos impo an ly, his s udy p o-
ides empi ical suppo o he leade ship s yle’s media ing unc ion. his s udy gene a ed and alida ed
change managemen ools in addi ion o adop ing and alida ing ins umen s ela ed o o ganiza ional
cul u e and leade ship s yles.
Manage ial implica ion
he indings o his s udy may ha e impo an applica ions, pa icula ly o public sec o manage s and
p ac i ione s as well as go e nmen o ganiza ions in cha ge o public sec o e iciency. hese esul s, in
pa icula , highligh wo signi ican conclusions. s a ed di e en ly, e ec i e o ganiza ional change in he
public sec o equi es ans o ma ional leade ship quali ies and a posi i e o ganiza ional cul u e. hus, o
e ec i ely manage change p og ams, leade s need be awa e o exis ing o ganiza ional cul u e and os e
cul u al no ms ha p omo e equi ed change in addi ion o exhibi ing ans o ma ional leade ship
beha io s.
Limi a ions and u u e di ec ions
he e we e some sho comings wi h his s udy. i s exclusi e emphasis on planned modi ica ions is i s
i s d awback. in his s udy, eme ging de elopmen s we e no aken in o accoun . hus, esea ch in he
u u e should ocus on he ela ionship be ween o ganiza ional cul u e and leade ship s yle and eme -
gen changes in he public sec o . second, his esea ch was limi ed o examining he public sec o in a
single e hiopian egion. hence, i should eplica e in mo e di e en egions and con ex s. Fu he mo e,
his s udy looked a combined e ec o ou leade ship s yles. Fu u e esea ch should look in o speci ic
media ion e ec s o each leade ships s yle. las , bu no leas , u u e s udies conside mo e con empo-
a y leade ship s yles, such as dis ibu i e, pa icipa i e, e hical s yles and many mo e and s udy how
hey a ec he way public sec o o ganiza ions manage change.
Acknowledgmen s
We would like o hank Jimma Uni e si y o sponso ing his esea ch o he p oduc ion o his a icle. We a e also
g a e ul o all he s akeholde s in ol ed in he esea ch.
Au ho s’ con ibu ions
abdulhakim abawa i concep ualized and designed he s udy and collec ed and analyzed he da a. Kenenisa Debela
e iewed and inalized he a icle. Mekonen abegz edi ed he a icle and all au ho s as well as accoun abili y, and
endo sed i s publica ion.
Au ho de ails
abdulhakim Mulu abawa i1. Kenenisa lemi Debela2 and Mekonen Bogale abegaz3
1. PhD candida e in Managemen , college o Business and economics, Jimma Uni e si y. (Fi s Au ho ): email:
[email p o ec ed].
2. PhD in Managemen s udies, college o Business and economics, Jimma Uni e si y. (co esponding au ho ).
email: [email p o ec ed]. ORciD: h ps://o cid.o g/0009-0006-2684-9100
3. PhD in Managemen , college o Business and economics, Jimma Uni e si y. email: [email p o ec ed]
cOgen BUsiness & ManageMen 15
Disclosu e s a emen
no po en ial con lic o in e es was epo ed by he au ho s.
Da a a ailabili y
he da a will be a ailable upon eques o he i s au ho , abdulhakim abawa i, email: [email p o ec ed].
Funding
he au ho s ecei ed unding om Jimma Uni e si y o ca y ou he esea ch.
Abou he au ho s
M . Abdulhakim Mulu Abawa i is a PhD ellow a Jimma Uni e si y, college o Business and economics, depa men
o Managemen . he pu sued his Ba and MBa om Jimma Uni e si y. he has been se ing and a ious go e nmen al
posi ions om lowe o op le el leade ship posi ions as adminis a o o soko u Wo eda, Jimma Zone, adminis a o
o Jimma Zone and cu en ly he is se ing as clus e head o he social a ai s o he O omia na ional egional s a e
wi h he ank o ice p esiden o he O omia na ional egional s a e.
D . Kenenisa Lemi Debela is an associa e P o esso o Managemen a Jimma Uni e si y, college o Business and
economics, Depa men o Managemen . D . Kenenisa pu sued his Ba deg ee in accoun ing and Finance and Mas e s
o Business adminis a ion (MBa) om Jimma Uni e si y in 2006 and 2010, espec i ely, and PhD in Managemen
s udies om Punjabi Uni e si y, india in 2016. D . Kenenisa lemi is engaging in eaching and lea ning, esea ch and
communi y se ice endea o s. he publishes 45 a icles a na ional and in e na ional Jou nals. D . Kenenisa was
engaging in adminis a i e ac i i ies as head o he depa men o accoun ing and Finance, e hics o ice , Vice Dean,
Dean o he college o Business and economics and Vice P esiden o adminis a ion and s uden s’ a ai s o Jimma
Uni e si y. D . Kenenisa is a coo dina o and co-Pi o sUs ain P ojec , a collabo a i e p ojec be ween Jimma
Uni e si y, Mizumbe Uni e si y and no wegian Business school.
D . Mekonnen Bogale is an associa e P o esso o managemen a Jimma Uni e si y college o Business and
economics, Depa men o Managemen . he has been se ing he Uni e si y since 2006 in eaching, esea chp and
communi y se ices. he has he academic backg ound o MBa and PhD in managemen s udies. Besides academic
and esea ch engagemen , D . Mekonnen has been se ing he college in adminis a i e posi ions anging om
lowe and middle managemen . he has Publish mo e han 22 a icles a na ional and in e na ional Jou nals. D .
Mekonnen has eno mous expe iences in solici ing unds o he Uni e si y h ough w i ing g an s and esea ch p o-
posals. he has been managing h ee ac i e esea ch p ojec s unded om ou side pa ne s. he has ac i e engage-
men in wo king wi h di e en o ganiza ions in p o iding ainings and consul ancy. Fo de ail abou him, mo e
e idences can be ob ained om he cV a ached.
ORCID
Kenenisa lemi Debela h p://o cid.o g/0009-0006-2684-9100
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