The Impact of Leadership Styles and Human Resource Practices on Commitment-to-Change
Mung Ling Voon1, Kwang Sing Ngui2
1Mung Ling Voon, Faculty of Business Design and Arts, Swinburne University of Technology, Sarawak, Malaysia.
2Kwang Sing Ngui, Faculty of Business Design and Arts, Swinburne University of Technology, Sarawak, Malaysia.
Manuscript received on 25 April 2019 | Revised Manuscript received on 08 May 2019 | Manuscript Published on 17 May 2019 | PP: 213-220 | Volume-8 Issue-1S May 2019 | Retrieval Number: A10310581S19/2019©BEIESP
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: Leading an organisation through change requires not only setting a clear vision for the change agenda, but also improving existing systems and fostering employee commitment to change. Leadership style plays a role, along with human resource practices. This study examines the influence of transformational, transactional and laissez-faire leadership styles on academician commitment-to-change in Malaysian public universities and tests the mediation effect of human resource practices. The study finds that transformational, transactional and laissez-faire leadership styles were positively related to commitment-to-change, with a mediating effect of human resource practices. The results reveal that two human resource practices, teamwork and development and management transparency, mediated the relationship between two leadership styles (transformational and transactional) and commitment-to-change.
Keywords: Transformational Leadership; Transactional Leadership; Laissez-Faire; Commitment-to-Change; Human Resource Practices.
Scope of the Article: QOS And Resource Management