Thanh Thi Cao; Le, Phong Ba
A icle
Impac s o ans o ma ional leade ship on o ganiza ional
change capabili y: A wo-pa h media ing ole o us in
leade ship
Eu opean Jou nal o Managemen and Business Economics (EJM&BE)
P o ided in Coope a ion wi h:
Eu opean Academy o Managemen and Business Economics (AEDEM), Vigo (Pon e ed a)
Sugges ed Ci a ion: Thanh Thi Cao; Le, Phong Ba (2024) : Impac s o ans o ma ional leade ship on
o ganiza ional change capabili y: A wo-pa h media ing ole o us in leade ship, Eu opean Jou nal
o Managemen and Business Economics (EJM&BE), ISSN 2444-8451, Eme ald, Leeds, Vol. 33, Iss. 2,
pp. 157-173,
h ps://doi.o g/10.1108/EJMBE-06-2021-0180
This Ve sion is a ailable a :
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Impac s o ans o ma ional
leade ship on o ganiza ional
change capabili y: a wo-pa h
media ing ole o us
in leade ship
Thanh Thi Cao
Hanoi Uni e si y o Indus y, Hanoi, Vie nam, and
Phong Ba Le
Hanoi Uni e si y o Indus y, Hanoi, Vie nam and
Hunan Uni e si y, Changsha, China
Abs ac
Pu pose –Gi en he impo an ole o change capabili y o o ganiza ional de elopmen and compe i i e
ad an age, he pu pose o his s udy is o cla i y he in luences o ans o ma ional leade ship (TL) on
o ganiza ional change capabili y (OCC) ia media ing oles o wo speci ic aspec s o us in leade ship namely
disclosu e-based us and eliance-based us .
Design/me hodology/app oach –S uc u al equa ion modeling is applied o es he deg ee o in luences o
TL and employee us on OCC ia empi ical da a collec ed om 376 pa icipan s in 115 small and medium
i ms in China.
Findings –The esul s show he posi i e and signi ican impac s o TL and aspec s o employee us in
leade ship on OCC. I indica ed ha disclosu e-based us in leade ship has a g ea e in luence on change
capabili y in compa ison wi h he e ec o eliance-based us in leade ship. Especially, he indings ha e
shown he e idence suppo ing he media ing mechanism o aspec s o employee us in leade ship be ween
TL and OCC.
Resea ch limi a ions/implica ions –This s udy p o ides he p ac ical ini ia i es ha highligh he
impo ance o applying TL s yle o build and imp o e he us o employees in hei leade ship o os e ing OCC.
O iginali y/ alue –The pape has signi ican ly ad anced and deepened insigh o how ans o ma ional
leade s nu u e employee’s speci ic shades o us in leade ship o os e ing OCC. The aluable indings o
his s udy con ibu e o en iching he heo e ical basis o o ganiza ional beha io and change managemen ,
and can be used o analyze and explain he ela ionships be ween TL, employee’s us in leade ship and
o ganiza ional capabili y o change.
Keywo ds T ans o ma ional leade ship, O ganiza ional change capabili y, Employee us , Disclosu e-based
us , Reliance-based us
Pape ype Resea ch pape
1. In oduc ion
Today’s business en i onmen is changing apidly and becoming e y di icul o p edic (Lei
e al., 2019). Change occu s e e ywhe e wi h inc easing speed and complexi y ha has pu
T ans o ma ional
leade ship and
change
157
© Thanh Thi Cao and Phong Ba Le. Published in Eu opean Jou nal o Managemen and Business
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Recei ed 13 June 2021
Re ised 14 Sep embe 2021
2 No embe 2021
29 Decembe 2021
Accep ed 21 Janua y 2022
Eu opean Jou nal o Managemen
and Business Economics
Vol. 33 No. 2, 2024
pp. 157-173
Eme ald Publishing Limi ed
e-ISSN: 2444-8494
p-ISSN: 2444-8451
DOI 10.1108/EJMBE-06-2021-0180
emendous p essu e on schola s and p ac i ione s o e ec i ely manage change and sus ain
compe i i e ad an age o i ms (Ramezan e al., 2013;Al-Haddad and Ko nou , 2015).
Despi e spending a lo o ime and e o on disco e ing di e en app oaches o me hods,
o ganiza ions s ill ace many challenges o change wi h high ailu e a e o hei change
ini ia i es (Al-Haddad and Ko nou , 2015). Leade ship se es as a key agen o change and
inno a ion in o ganiza ions because hey a e mainly esponsible o b inging he necessa y
changes by c ea ing a ision, iden i ying he need o change and implemen ing he change
i sel (Gilley e al., 2009;Tayal e al., 2018). Howe e , hey some imes ail o poo change
managemen and lack o change leade ship p ac ices (Judge, 2011;Lei e al., 2019). On such
si ua ions, his s udy endea o s o ind a sui able leade ship s yle o os e ing o ganiza ional
change capabili y (OCC).
T ans o ma ional leade ship (TL) has eme ged as one o he mos e ec i e leade ship
s yles con ibu ing o posi i e and key ou comes o mos o ganiza ions in he con ex o
apid change o business en i onmen (Tayal e al., 2018;Pasama e al., 2019;Son e al., 2020).
T ans o ma ional leade s inspi e hei ollowe s o ollow he change s a egy and mo i a e
hem o achie e he change goals beyond expec a ions h ough hei posi i e impac s on
employee us in hem (Yasi e al., 2016;Lei e al., 2019;Islam e al., 2021). This is e y
impo an o imp o e o ganiza ional capabili y o change because he majo changes
conside ably depend on he employees’compe encies, us and skills de eloped o ma ch he
demands o changes and inno a ion (Tayal e al., 2018;Be aies and Zine El Abidine, 2019).
So, his s udy ocuses on in es iga ing he in luences o TL on OCC ia media ing ole o
employee us in leade ship. This s udy is expec ed o signi ican ly expand he heo y o
leade ship and change managemen by many mo i es.
Fi s , leade ship–change ela ionship is one o he mos con en ious issues o
o ganiza ional li e wi h much discussion and a gumen o e wha cons i u es leade ship
s yle ha can suppo change (Bu nes and By, 2012). Al hough TL is ecognized as one o he
mos c ucial leade ship s yles in shaping ollowe s’ esponses o change and imp o e
o ganiza ional capabili y o change, li e a u e on he co ela ion be ween TL and change
capabili y is no p ope ly conce ned (Tayal e al., 2018;Lei e al., 2019). Acco dingly,
in es iga ing he TL–change capabili y ela ionship is e y necessa y o iden i y and apply
an app op ia e leade ship s yle o managing change and sus aining success o i ms.
Second, change can be explained as he se ies o e en s happening in he o ganiza ion ha
equi es he suppo and consensus o employees owa d change e o s (Yasi e al., 2016;
Tayal e al., 2018). The abili y o maximize he pa icipa ion and inno a i e po en ial o
employees is he main d i e o i ms o imp o e OCC (Tayal e al., 2018). Acco ding o Lei
e al. (2019), o ganiza ions can only ollow and implemen change ini ia i es success ully i
hei leade s ge he in ol emen o employees h ough os e ing hei us in leade ship.
Howe e , i is s ill a sca ci y o esea ch on how TL a ec s speci ic aspec s o employee us
o building and enhancing he chance capabili y o o ganiza ions (Yasi e al., 2016;Lei e al.,
2019). Thus, o inc ease he unde s anding o he di e en ways by which ans o ma ional
leade s can a ouse he di e se aspec s o employee us o imp o ing change capabili y, his
s udy seeks o explain and cla i y he in luence o TL on employee us in leade ship in wo
new aspec s namely disclosu e-based us and eliance-based us .
Finally, employee us in leade ship plays a c i ical ole in change e o s due o he isks
and unce ain ies inhe en in he p ocess o pu suing new ideas and change plans (Lei e al.,
2019). I is he main mechanism o enhance he p ocess o exchanging in o ma ion, powe and
ela ionship be ween leade s and employees o changes (Shazi e al., 2015;Yasi e al., 2016;
Bligh, 2017). P e ious s udies suppo ed he signi ican ela ionship be ween TL and
employee us (Yasi e al., 2016;Le and Lei, 2018) as well as he posi i e in luence o
employee us in leade s on OCC (e.g. Sopa no , 2011;Yasi e al., 2016;Lei e al., 2019).
Al hough employee us always occupies a cen al ole in he leade –employee ela ionship
EJMBE
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o pu suing changes and inno a ion, he e has been a sca ci y o esea ch on how TL
connec s wi h aspec s o employee us in leade ship o imp o ing o ganiza ional capabili y
o change (Yasi e al., 2016;Lei e al., 2019). As a esul , i equi es u he heo e ical basis
and p ac ical e idence o cla i y he ela ionship be ween TL and OCC ia media ing
mechanism o aspec s o employee us in leade ship.
To b idge he abo e heo e ical gaps, his s udy applied he concep ual amewo k d awn
on he li e a u e in TL (Bass, 1985), o ganiza ional us , o ganiza ional beha io heo y (Lee
e al., 2010) and change managemen heo y (Gilley e al., 2009;Heckmann e al., 2016) o
de elop a p oposal hypo heses and add ess ollowing esea ch ques ions (RQ).
RQ1. Does TL ha e signi ican in luences on OCC?
RQ2. How di e en a e TL’s in luences on aspec s o us in leade ship?
RQ3. Do aspec s o us in leade s media e he ela ionship be ween TL and OCC?
To answe he abo e ques ions, s uc u al equa ion modeling (SEM) is applied o in es iga e
he deg ee o in luences o po en ial ac o s such as TL and employee us on OCC based on a
su ey o 376 pa icipan s om 115 small and medium i ms in China. This s udy expec ed o
p o ide di ec o s/manage s he aluable unde s anding and guidance o how o p ac ice
leade ship o imp o ing he us o employees and p omo ing o ganiza ional capaci y o
change.
2. Li e a u e e iew and hypo heses
2.1 T ans o ma ional leade ship and o ganiza ional change capabili y
OCC is de ined as a combina ion o manage ial and o ganiza ional capabili ies ha allows an
o ganiza ion o adap mo e quickly and e ec i ely han i s compe i o s o changing
si ua ions (Judge and Douglas, 2009;Bojesson and Fundin, 2021). Acco ding o Sopa no
(2011), OCC is he o ganiza ion’s abili y o p oduce and implemen success ully change
solu ions o me hods aimed a esponding e ec i ely o en i onmen al and o ganiza ional
e olu ion. Heckmann e al. (2016) emphasized ha OCC is a dynamic capabili y and a key
ac o o all o ms o o ganiza ions a some poin o ime. Change capabili y no only enables
i ms o equen ly econ igu e and adap old capabili ies o changing si ua ions bu also
c ea es new ones o cope wi h new appea ing h ea s and oppo uni ies (Heckmann e al.,
2016;Lei e al., 2019). Based on abo e a gumen s, his s udy conside ed o ganiza ional
capabili y o change as a holis ic compe ence o an o ganiza ion o ecognize in e nal aspec s
needed o be changed, o ealize new oppo uni ies o be seized and o espond e ec i ely o
changing si ua ions o o ganiza ional de elopmen .
TL has been widely acknowledged as a popula concep in managemen li e a u e ha
cha ac e izes leade s who emphasize cla i y in hei communica ions abou
o ganiza ional goals, ac as he o ganiza ion’s leading o ce, engage in ac i e coaching,
p omo e new skill de elopmen among hei ollowe s and con inuously seek new
oppo uni ies o hei o ganiza ion de elopmen (Riggio and Bass, 2006;Son e al., 2020).
T ans o ma ional leade s conside employees as a aluable esou ce in he i m and
emphasize he impo an ole o emo ions, alues and leade ship o ien ed o encou aging
posi i e and c ea i e beha io s (Ga c
ıa Mo ales e al., 2008). Acco ding o Bass (1985),
ans o ma ional leade s could mo i a e and inspi e employees o execu e beyond
expec a ions and help hem each hei ull po en ial o an o ganiza ion. The heo y o TL
has a ac ed g ea a en ion om schola s and become one o he mos dominan
leade ship heo ies (Mha e and Riggio, 2014;Le and Lei, 2019;Singh e al., 2020). So,
explo ing in luences o TL on OCC plays a c ucial ole in inding an e ec i e way o
p omo e o ganiza ional capaci y o change.
T ans o ma ional
leade ship and
change
159
TL is e alua ed as one o he mos impo an componen s o he success ul ans o ma ion
o o ganiza ions and OCC (Judge, 2011;Lei e al.,2019). By conside ing employees as a aluable
esou ce, ca ing o de eloping emo ional and e hical links wi h employees, and inspi ing
employees o highe alues (Le and Lei, 2018;Lei e al., 2021), ans o ma ional leade s can
e ec i ely add ess he human side o change and o e come human esis ance o change o
achie ing o ganiza ional change success. Many p e ious s udies indica ed ha
ans o ma ional leade s play a cen al ole in bo h p ocess o change ini ializa ion and
implemen a ion (Lu z Allen e al., 2013;Busa i e al., 2019;Lei e al.,2019;Islam e al., 2021;Peng
e al.,2021). Indeed, acco ding o Lu z Allen e al. (2013), applying TL beha io s in o p ac ice is
e y necessa y o manage s and di ec o s o success ully manage and implemen
o ganiza ional change. Yasi e al. (2016) asse ed ha TL can be he mos pe inen
leade ship s yle o e ec i ely managing he change p ocess. Thei empi ical indings e i ied
TL’s posi i e and signi ican impac s on OCC. Busa i e al. (2019) s essed ha ans o ma ional
leade s ac as change agen s by s imula ing and ans o ming employees’mo i es, belie s and
a i udes om a lowe o a high le el o a ousal. Thei indings showed ha o ganiza ions
expe iencing mo e equen changes would be mo e success ul when managed by
ans o ma ional leade s. Lei e al. (2019) asse ed ha ans o ma ional leade s enable o
p o ide a posi i e ision and ac ualize necessa y changes o o ganiza ion due o paying much
a en ion o p omo ing a clima e o collabo a ion among indi iduals, os e ing emo ions and
us wo hy cul u e, and cons an ly seeking a o able ime and chance o changes.
Highligh ing TL as a key agen o changes, Bay ak a and Jim
enez (2020) indica ed
posi i e impac s o ans o ma ional leade s on commi men o and in en ion o suppo
o ganiza ional change. Recen ly, a s udy by Islam e al. (2021) a gued ha TL is he mos
e ec i e and in luen ial leade ship s yle o managing and b inging necessa y changes in he
o ganiza ions. Thei inding e ealed ha TL signi ican ly enhance employee engagemen
du ing o ganiza ional change. In he simila ein, Peng e al.’s(2021)s udy ound ha TL is
posi i ely associa ed wi h change capabili y o o ganiza ion by os e ing he commi men o
change, openness o change and eadiness o change o employees.
Abo e a gumen s p o ide suppo s o he signi ican e ec o TL on OCC. Acco dingly,
we p opose he ollowing hypo hesis.
H1. T ans o ma ional leade ship is associa ed wi h o ganiza ional change capabili y.
2.2 T ans o ma ional leade ship and employee us in leade ship
T us mani es s he deg ee o con idence ha one indi idual has in ano he ’s compe ence and
his/he willingness o ac in a ai , e hical and p edic able manne (Nyhan, 2000;Fla ian e al.,
2019). The s udy by Joseph and Wins on (2005) showed ha he e a e many ypes o us ,
such as in e pe sonal us , in e -o ganiza ional us , us in leade ship, poli ical us ,
socie al us , pee us in he wo kplace and o ganiza ional us . Ou s udy is pa icula ly
in e es ed in explo ing aspec s o us in leade s because i is he esul o success ul
leade ship p ac ices. Success ul leade s build and main ain employees’ us based on
employee’pe cep ions o he leade ’s cha ac e and beha io (Le and Lei, 2018).
Schoo man e al. (2007) s a ed ha us in leade s is he employees’willingness o accep
ulne abili y on he basis o posi i e expec a ions o he leade ’s in en ions. T us was sepa a ed
in o eliance-based us and disclosu e-based us (Gillespie, 2003;Le and Lei, 2018). Reliance-
based us is de ined as he indi idual’s willingness o ely on wo k- ela ed skills, abili ies and
knowledge o ano he ; and disclosu e-based us is de ined as he indi idual’s willingness o
disclose wo k- ela ed sensi i e aspec s o pe sonal opinions and in o ma ion o ano he (Le and
Lei, 2018). Ou s udy uses wo o hese concep s o measu e us in leade s because hey educe
he ulne abili y and isk ha is inhe en o us , and was speci ically designed o measu e he
decision o us in leade ship (Die z and Den Ha og, 2006;Le and Lei, 2018).
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Many p e ious esea ches suppo o he ela ion be ween TL and us in leade ship.
Ha ms and C ed
e (2010) supposed ha ans o ma ional leade s a e good men o s who os e
emo ions and us wo hy cul u e. Hol z and Ha old (2008) showed ha i employees ha e
awa eness o TL beha io in hei leade s, hey will ha e a highe deg ee o us in hei
leade ship. In pa icula no es, he wo k o Lee e al. (2010) e ealed ha leade s ha e e y
signi ican impac s on bo h aspec s o employees’ us in hem (disclosu e-based us and
eliance-based us ). Di ks and Fe in (2002) desc ibed a s ong and posi i e ela ionship
be ween TL and us in he leade s. Acco ding o MacKenzie e al. (2001), TL p ac ice, based
on indi idualizing suppo and os e ing accep ance o common goals, will ha e posi i e
ela ion wi h us in he leade ship. Recen ly, Le and Lei (2018) supposed ha
ans o ma ional leade s a e posi i ely associa ed wi h employee us in leade ship by
ea ing ai ly, exhibi ing suppo , conce n and espec o hei con ibu ions. Thei indings
showed TL’s posi i e in luences on employee us in leade ship.
In gene al, he abo e a gumen s p o ide suppo s o signi ican in luences o TL on us
in leade s. Howe e , excluding he s udy o Lee e al. (2010) and Lei e al. (2019), he e has been
a sho age o esea ch on how leade ship links wi h aspec s o us in leade s, limi ing ou
unde s anding o he di e en ways leade s may es ablish employee us in hem (Lee e al.,
2010). As his s udy aims o p o ide u he unde s anding o how TL may in luence wo
speci ic o ms o employee us in leade s, we p opose he ollowing hypo hesis:
H2a.b. T ans o ma ional leade ship has a posi i e impac on disclosu e-based us and
eliance-based us o employees in leade ship.
2.3 Employee us in leade ship and o ganiza ional change capabili y
The ela ionship be ween us and OCC has no had much a en ion om li e a u e; howe e ,
some au ho s explained his ela ion. Fo example, Judge (2011) and Sopa no (2011) indica ed
ha OCC equi es employee us in hei o ganiza ion and leade ship. Di ks and Fe in’s
(2002) me a-analysis p oposed ha us in he leade s is posi i ely ela ed o in o ma ion
exchange. I is e y bene icial o leade s o make he change e o s. The e o e, change
e o s a e es ained, i employees’ us in hei leade s is insu icien . Acco ding o Lei e al.
(2019), he e ec i eness o an o ganiza ion’s capaci y o change is closely ela ed o he
deg ee o employees’ us wi h hei colleagues and leade s wi hin an o ganiza ional
wo kplace. Simila ly, i employees ha e high le el o us in hei leade ship and
o ganiza ion, hey will ha e g ea e commi men and e o s o ollow and success ully
implemen he change o o ganiza ional de elopmen (Judge, 2011). Smollan (2013)
sugges ed ha leade s who a e able o gain he employee us by p o ing abili y and
in eg i y will also ob ain employees’commi men o a change. Yasi e al. (2016) asse ed ha
in case o ha ing high us in leade ship, employees will ac i ely o ollow he changes
o igina ed by hei leade s. Thei empi ical wo k showed a signi ican impac o employee
us in leade ship on i m’s change capabili y. Men e al. (2020) conside ed us in leade ship
as one o he majo an eceden s o employees’change- ela ed a i udes and beha io s. Thei
inding showed posi i ely in luences o employee us on hei beha io o change.
In summa y, abo e a gumen s p o ide suppo s o posi i e e ec s o employee us in
leade s on OCC. Hence, ollowing hypo hesis is posed:
H3a.b. Disclosu e-based us and eliance-based us in leade s ha e posi i e impac s
on o ganiza ional change capabili y.
2.4 Media ing ole o employee us in leade ship be ween TL and o ganiza ional change
capabili y
The abo e a gumen s suppo he media ing ole o employee us in leade ship by showing
ha TL induces signi ican impac s on employee us in leade ship which in u n c ea es
T ans o ma ional
leade ship and
change
161
posi i e e ec s on change capabili y. Especially, acco ding o Yasi e al. (2016), s emming
om he ans o ma ional leade s’in e es in es ablishing and building espec , p ide and
con idence om employees, hey will nu u e and ha e a high us o employee. This is he
key ounda ion made employees willing and dedica ed o b ing abou success ul change wi h
g ea e commi men . Lei e al. (2019) jus i ied ha p ac icing TL s yle will help manage s
build up a collabo a i e clima e ha is app op ia e and bene icial o enhancing he us o
employee in leade ship, he eby making i easie o he o ganiza ion o success ully pu sue
and implemen changes. Recen ly, by in es iga ing he TL’s ole in s imula ing employee
engagemen du ing o ganiza ional change, he indings o Islam e al. (2021) e ealed ha TL
di ec ly and indi ec ly a ec s employee engagemen du ing o ganiza ional change ia he
media ing oles o bo h alence and us in leade ship. Hence, i is a ional o p opose ha TL
posi i ely in luences employee us in leade ship, which in u n a ec s change capabili y o
o ganiza ion. Mo e speci ically, he deg ee o employee us may di e du ing o ganiza ional
change and TL can inc ease he le el o employee us o enhance o ganiza ional capabili y
in he con ex o change. Acco dingly, his s udy p oposes he ollowing hypo hesis (see
Figu e 1):
H4a.b. Disclosu e-based us and eliance-based us in leade s media e be ween TL
and o ganiza ional change capabili y.
3. Resea ch me hodology
3.1 Sample and da a collec ion
In summe 2019, empi ical da a we e collec ed h ough a su ey o 115 small and medium
i ms in Hunan, Beijing and Guangdong in China. We communica ed wi h ep esen a i es o
hese i ms by phone and/o making pe sonal isi s o explain he pu pose o he esea ch and
ask o hei assis ance in collec ing he ques ionnai es. We also clea ly show he pu pose and
signi icance o he esea ch in he ques ionnai es, and commi o in o ma ion secu i y o
esponden s. To mee esea ch needs, he esponden s in his s udy a e depu y di ec o s, head
o depa men , eam leade and s a s mainly a depa men s o adminis a ion, ope a ion,
accoun ing, planning, and esea ch and de elopmen o ensu e he necessa y unde s anding
o he i m as well as aking pa equen ly in exchanging and p ocessing he impo an
in o ma ion o he ope a ing en i onmen o he o ganiza ion. The measu emen i ems a e
adap ed om exi ing scales in he li e a u e o de eloping an ini ial lis o i ems. The pape
Reliance-based us
No e(s): ----- Indi ec e ec
Disclosu e-based us
T us in leade ship
T ans o ma ional
leade ship
O ganiza ional
change capaci y
Con ol a iables
Educa ion; gende ;
expe ience; posi ion.
H2a.b H3a.b
H1
H4a.b
Figu e 1.
P oposal
esea ch model
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employed backwa d ansla ion o con i m he consis ency be ween he English
ques ionnai e and Chinese ques ionnai e. We ca y ou pilo es ed by means o in-dep h
in e iews wi h i e ou s anding academic schola s who ha e deep knowledge in knowledge
managemen a h ee uni e si ies and 45 pa icipan s om i e i ms o de e mine he
e iciency o he ques ionnai e be o e he p ocess o o mal da a collec ion. This s udy issues
700 ques ionnai es and ecei es 512 copies in he o mal da a collec ion, among which 376
ones we e alid, wi h a 53.7% alidi y a e. The alid ques ionnai es a e chosen a e he
p ocess o su ey da a cleaning by iden i ying and emo ing esponses om esponden s
who ei he do no ma ch ou a ge c i e ia o did no answe he su ey o m hough ully.
Po en ial non- esponse bias was assessed by ollowing he me hod p oposed by A ms ong
and O e on (1977). Chi-squa e and independen sample - es we e used o compa e he
ea lie 80 esponden s and he las 80 ones based on demog aphic a iables, including
gende , age and le el o educa ion. The esul s demons a ed ha he e we e no signi ican
di e ences be ween he wo g oups o esponses (p> 0.05). The e o e, i showed ha common
me hod bias was no a conce n. A o al o 376 esponden s 233 (62.0%) we e male and 143
(38.0%) we e emale. They answe ed he ques ions ela ing o he a iables in he p oposal
esea ch model like TL, disclosu e-based us and eliance-based us in leade s and OCC.
3.2 Va iable measu emen
All measu es used in his s udy we e es ed and alida ed in p e ious esea ch (see Table 1).
We measu ed all i ems ia i e-poin Like - ype scales anging om “1”(s ongly disag ee)
o “5”(s ongly ag ee). In o he wo ds, he pa icipan s will indica e hei deg ee o ag eemen
o disag eemen ha i s he si ua ion in hei i ms bes .
3.3 Da a analysis me hods and mul icollinea i y
The SEM me hod has been widely use due o i s abili y o demons a e e sa ile eg ession
co ela ions on a single model and es (Kline, 2015). So his s udy used SEM o es p oposal
hypo heses in he esea ch model. In addi ion, o ensu e mul icollinea i y does no esul in
spu ious indings du ing eg ession analysis, we ha e calcula ed he a iance in la ion ac o
(VIF). The VIF is ound o be less han 3 o all he independen a iables, so po en ial
mul icolline a i y- ela ed issues we e no a conce n.
4. Analysis esul s
4.1 Measu emen model
We i s es ed he eliabili y o he measu es o he cons uc s by examining he indi idual
C onbach’s alpha coe icien s (C
α
), wi h he esul ’s s a is ics anging om 0.92 o 0.98, which
we e all highe han he ecommended le el o 0.7 (Nunnally and Be ns ein, 1994). We hen
Cons uc I ems Sou ce
TL Eigh i ems ( e lec ing he pa icipan s’
pe cep ions o hei leade abou TL s yle)
Dai e al. (2013)
h ps://doi.o g/10.1108/IJCHM-Dec-
2011-0223<
Disclosu e-based
us in leade ship
Fi e i ems ( e lec ing employees’willingness
in disclosing wo k- ela ed sensi i e aspec s
and pe sonal opinions o hei leade s)
Gillespie (2003)
h ps://doi.o g/10.1108/
00483480610682299
Reliance-based
us in leade ship
Fi e i ems ( e lec ing employees’willingness
o ely on wo k- ela ed skills, abili ies and
knowledge o hei leade s)
Gillespie (2003)
h ps://doi.o g/10.1108/
00483480610682299
OCC 32 i ems ( e lec ing capabili y o an
o ganiza ion o change)
Judge and Douglas (2009) h ps://doi.
o g/10.1108/09534810910997041
Table 1.
Obse ed a iables o
la en ac o s in he
esea ch model
T ans o ma ional
leade ship and
change
163
pe o med con i ma o y ac o analysis (CFA) e alua ing he o e all measu emen model o
assess he con e gen and disc iminan alidi y. Table 2 shows he means, s anda d
de ia ion (SD), ac o loading, AVE, CR and C
α
o e e y cons uc .
To e alua e he con e gen alidi y ollowing he ecommenda ion o Hai e al. (2006),we
adop ed h ee p ima y measu es. Fi s , he ac o loadings o he indica o s mus be
s a is ically signi ican wi h alues g ea e han 0.6. Second, he alues o composi e
eliabili y (CR) need o be g ea e han 0.7. And hi d, alues o a e age a iance ex ac ed
(AVE) need o be g ea e han 0.5.
As shown in Table 2, all ac o loadings ange om 0.70 o 0.95 (all la ge han 0.6) being
s a is ically signi ican a he 0.001 le el. CR alues ( anging om 0.84 o 0.98) a e highe han
0.7. And he AVE alues ange om 0.66 o 0.76 (all g ea e han 0.5). O e all, all he measu es
exhibi ed adequa e con e gen alidi y.
Disc iminan alidi y is he deg ee o which, ac o s ha a e supposed o measu e a
speci ic cons uc do no p edic concep ually un ela ed c i e ia (Fo nell and La cke , 1981).
This s udy used Fo nell and La cke ’s (1981) measu e o AVE o assess he disc iminan
alidi y. In his app oach, he disc iminan alidi y o he esea ch ins umen was assessed
by compa ing he squa e oo o he AVE wi h he co ela ions among he la en a iables
(see Table 3).
Table 3 shows ha he squa e oo o AVE o each cons uc (diagonal elemen s in bold) is
g ea e han he co ela ions among cons uc s in he model. In gene al, he esul s p o ide
s ong suppo o he cons uc eliabili y, as well as o he con e gen and disc iminan
alidi y o he scales.
Table 4 shows he measu e model i . As shown in Table 4, all i indices me sa is ac o y
le els. Hence we can conclude ha , he model i s he da a and can explain he p oposal
esea ch hypo heses.
Cons uc Mean SD I em Loading AVE CR C
α
TL 3.38 0.58 TL1 0.86*** 0.76 0.96 0.96
TL2 0.87***
TL3 0.88***
TL4 0.86***
TL5 0.87***
TL6 0.88***
TL7 0.86***
TL8 0.86***
Disclosu e-based us in leade ship (LD) 3.62 0.56 LD1 0.79*** 0.73 0.93 0.93
LD2 0.95***
LD3 0.94***
LD4 0.70***
LD5 0.85***
Reliance-based us in leade ship (LR) 3.50 0.57 LR1 0.89*** 0.70 0.92 0.93
LR2 0.83***
LR3 0.72***
LR4 0.92***
LR5 0.81***
OCC 3.75 0.50 OCC1 0.80*** 0.66 0.98 0.99
OCC2 0.77***
OCC3 0.77***
...... .........
OCC32 0.86***
No e(s): C
α
≥0.7; composi e eliabili y ≥0.7; a e age a iances ex ac ed ≥0.5; ***p< 0.001
Table 2.
S anda dize loading
and eliabili ies o
measu emen model
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Co esponding au ho
Phong Ba Le can be con ac ed a : [email p o ec ed]
Fo ins uc ions on how o o de ep in s o his a icle, please isi ou websi e:
www.eme aldg ouppublishing.com/licensing/ ep in s.h m
O con ac us o u he de ails: [email p o ec ed]
T ans o ma ional
leade ship and
change
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