Leaders’ Part in Boosting Change Encouraging Attitude of Employee: The Sequential Mediation Model of Dealing Change in the Organisation

Abstract

The aim of this study is to investigate the influence of transformational leadership on employees’ change championing behaviour, and the mediating roles of employees’ trust in leadership and employees’ work engagement in the relationship between transformational leadership and employees’ change championing behaviour. The research was conducted among 379 employees in the banking sector of Bangladesh. The findings revealed a significant and positive impact of transformational leadership on employees’ change championing behaviour. Furthermore, the study identified that employees’ trust in leadership and work engagement play important mediating roles, individually and sequentially, in the relationship between transformational leadership and employees’ change championing behaviour during change management in the Bangladesh banking sector. This study contributes to our understanding of how transformational leadership promotes employees’ change championing behaviour and underscores the effectiveness of transformational leadership in fostering employees’ trust in leadership and work engagement. Additionally, this study emphasises the importance of employees’ trust in leadership and work engagement in the context of organisational change implementation.

Keywords

Transformational leadership employees’ change championing behaviour employees’ trust in leadership employees’ work engagement organisational change management Bangladesh

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