| Abstract [eng] |
The master's thesis analyzes the impact of transformational leadership on employees' resistance to change within an organization. The study examines how transformational leadership can be applied to reduce employees' resistance to change, revealing its theoretical essence and impact on change processes. It also delves into the concept of employee resistance to change in organizations, its typologies, and their influence on the implementation of changes and organizational activities. Special attention is given to evaluating the elements of transformational leadership and their connection to employees' resistance to change, aiming to determine which traits and methods are most effective in reducing resistance. The aim of the study is to reveal the theoretical essence of transformational leadership and employee resistance to change, and to identify the connections between transformational leadership and employee resistance to change. To achieve this goal, three objectives are set: 1) to uncover the theoretical concept of transformational leadership in reducing employee resistance to change; 2) to explore the concept and typologies of resistance to change in organizations; 3) to assess the relationship between the elements of transformational leadership and employee resistance to change. The subject of the study is transformational leadership in reducing employee resistance to change. The theoretical aspect of the topic was revealed through the analysis and synthesis of scientific literature by Lithuanian and foreign authors, as well as recent articles in the research field. A quantitative research method—survey questionnaires—was chosen for the study. The following software was used to process and visually present the research results: Microsoft Office Excel, Microsoft Office Word 2023, and SPSS. Analysis of scientific literature revealed that transformational leadership is a significant factor in reducing employees' resistance to change, as it fosters engagement, trust in the transformational leader, and the organization. Leaders, by demonstrating inspirational motivation, individual consideration, intellectual stimulation, and idealized influence, help employees better understand the benefits of change. This creates a more favorable environment for implementing changes and strengthens employees' motivation to collaborate. The conducted study showed that the majority of respondents spoke positively about their direct supervisor, experienced less stress due to changing work conditions, and were more open and receptive to changes. It was observed that employees with shorter work tenure more often feel supported by their supervisor and are more motivated to alter established work practices. Meanwhile, employees with long-term experience, although experiencing less stress from changes, less frequently emphasize the supervisor's influence on their motivation. Therefore, transformational leadership practices reduce employees' resistance to change and encourage engagement and readiness, particularly among specific groups of employees. According to the average scores on the resistance to change scales, the most dominant dimension is emotional expression. Analysis of the average scores on the transformational leadership scales indicates that intellectual stimulation, individualized consideration, and inspirational motivation are considered equally important. |
