TY - GEN
T1 - Does Transformational Leadership Impact Individual Readiness for Change and Resilience with Psychological Empowerment as Mediator?
T2 - Study in Indonesian Construction and Infrastructure Companies
AU - Mangundjaya, Werdhi Hanartari
AU - Martdianty, Fanny
PY - 2023/9/29
Y1 - 2023/9/29
N2 - This study explores the relationship between transformational leadership, individual readiness to change and resilience with psychological empowerment as a mediator. The data collection involves Indonesian Construction and Infrastructure companies’ employees. The method used in this research was structural equation modelling (SEM). The finding showed that psychological empowerment has a significant and positive relationship to resilience and individual readiness for change and also mediated the relationship between transformational leadership to strength and personal enthusiasm for change. Transformational leadership had no direct effect on individual willingness to change and resilience significantly, but an indirect effect was gained from the role of psychological empowerment. These findings enable leaders, especially construction company leaders, to be more focused on psychological empowerment to achieve resilience and individual readiness to change. Leaders could embrace changes and reduce the rejection of evolution by subordinates by acting more as transformational leaders so the company may bounce back from crisis.
AB - This study explores the relationship between transformational leadership, individual readiness to change and resilience with psychological empowerment as a mediator. The data collection involves Indonesian Construction and Infrastructure companies’ employees. The method used in this research was structural equation modelling (SEM). The finding showed that psychological empowerment has a significant and positive relationship to resilience and individual readiness for change and also mediated the relationship between transformational leadership to strength and personal enthusiasm for change. Transformational leadership had no direct effect on individual willingness to change and resilience significantly, but an indirect effect was gained from the role of psychological empowerment. These findings enable leaders, especially construction company leaders, to be more focused on psychological empowerment to achieve resilience and individual readiness to change. Leaders could embrace changes and reduce the rejection of evolution by subordinates by acting more as transformational leaders so the company may bounce back from crisis.
KW - Employee Well-Being
KW - Employee Voice Behavior
KW - Promotive Voice
KW - Prohibitive Voice
KW - Job Performance
KW - Customer Service
KW - Online Marketplace
UR - https://www.atlantis-press.com/doi/10.2991/978-94-6463-234-7_132
U2 - 10.2991/978-94-6463-234-7_132
DO - 10.2991/978-94-6463-234-7_132
M3 - Conference contribution
T3 - Proceedings of the 7th Global Conference on Business, Management, and Entrepreneurship (GCBME 2022)
SP - 1255
EP - 1265
BT - Proceedings of the 7th Global Conference on Business, Management, and Entrepreneurship (GCBME 2022)
ER -