Date of Conferral
Doctor of Business Administration (D.B.A.)
The purpose of this quantitative correlational study was to examine the relationship between transformational leadership and organizational change effectiveness. The theoretical framework for the study was transformational leadership. Midlevel managers who successfully implemented 1 or more organizational change initiatives in any large organization in the United States (n = 107) were conveniently selected to participate in the study. The Multifactor Leadership Questionnaire (MLQ) Form 5X-Short was used to measure transformational leadership and the Project Implementation Profile (PIP) was used to measure organizational change effectiveness. The overall model, multiple linear regression, revealed a statistically significant relationship between transformational leadership and organizational change effectiveness, F (5, 101) = 2.712, p < 0.024, and R2 = 0.12. However, the independent variables were not statistically significant. Adoption of the findings of this study might assist business leaders to improve organizational change initiatives through standardized processes, which could improve productivity and minimize financial losses. The implications of this study for positive social change include the potential for long-term sustainable employment practices that might empower employees to be financially healthy and lead to improved quality of life.
Mgqibi, Nomahlathi Norma, "Relationship Between Transformational Leadership and Organizational Change Effectiveness" (2019). Walden Dissertations and Doctoral Studies. 7560.