| Abstract [eng] |
Daiva Vaškevičienė (2025). Informal Leadership in Managing Organizational Change. Master’s Thesis. Vilnius University Šiauliai Academy, Šiauliai. This master’s thesis (53 pages in length, excluding appendices) analyses the role of informal leadership in managing organizational change, seeking to determine the impact of informal leaders on the implementation of change. The topic is relevant because public sector organizations operate in a dynamic environment, and for successful change management, alongside formal leadership, the influence of informal leaders is essential in ensuring organizational stability. There is a lack of empirical research on this issue in Lithuanian municipal administrations; therefore, this thesis addresses this research gap. The aim of the research is to determine the impact of informal leaders on the implementation of change by analysing the role of informal leadership in managing organizational change. The object of the research is informal leadership in managing change. The research objectives include revealing the theoretical foundations of leadership, identifying the features and roles of informal leadership in municipal administrations during periods of change, and disclosing the influence of informal leaders on the organization’s adaptation to change. The theoretical analysis revealed that leadership in the public sector is understood not only as a formal managerial function, but also as a social process based on mutual trust, collaboration, and a shared vision. Informal leadership, which is grounded in personal authority, trust, competence, and values, becomes a form of “soft infrastructure”. It helps maintain organizational stability and contributes to the implementation of change. The study employs a qualitative research design, using semi–structured interviews with 12 employees of the Administration of Kaišiadorys District Municipality. The data were analysed using thematic and content analysis. The research sample (12 informants) was selected through criterion sampling. Main results and conclusions: 1. Informal leaders in the organization are recognized through trust, professional competence, empathy, and the ability to unite the team. Their status is shaped by everyday behaviour and the trust of employees. 2. During periods of change, informal leaders act as opinion shapers, intermediaries (change agents), and guardians of the emotional climate. 3. Although informal leaders do not make formal decisions, their opinions are informally important to managers, as they reflect the general mood of the staff and make it possible to anticipate potential employee reactions to change. 4. The study revealed a dual impact of informal leadership. Informal leaders who are positively disposed towards change help employees to accept changes and encourage engagement. A sceptical informal leader, however, may increase confusion and resistance and slow down processes. |
