Leadership, work outcomes and openness to change following an Indonesian bank merger

Although charismatic, inspiring, and transformational leaders enhance work attitudes in stable work environments, their utility in dynamic contexts has not been investigated extensively. Furthermore, whether or not the benefits of this leadership style depend on openness to change has not been explo...

Ausführliche Beschreibung

Gespeichert in:
Bibliographische Detailangaben
Veröffentlicht in:Asia Pacific journal of human resources 2009-04, Vol.47 (1), p.59-78
Hauptverfasser: Hinduan, Zahrotur R., Wilson-Evered, Elisabeth, Moss, Simon, Scannell, Evelyn
Format: Artikel
Sprache:eng
Schlagworte:
Online-Zugang:Volltext
Tags: Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
container_end_page 78
container_issue 1
container_start_page 59
container_title Asia Pacific journal of human resources
container_volume 47
creator Hinduan, Zahrotur R.
Wilson-Evered, Elisabeth
Moss, Simon
Scannell, Evelyn
description Although charismatic, inspiring, and transformational leaders enhance work attitudes in stable work environments, their utility in dynamic contexts has not been investigated extensively. Furthermore, whether or not the benefits of this leadership style depend on openness to change has not been explored. To redress these shortfalls, leaders (n = 57) and followers (n = 91) in a post‐merger Indonesian bank completed questionnaires that assess the perceived leadership style of supervisors, as well as the job satisfaction, intention to leave, commitment to the change, and openness to change in employees. Affectivity of leaders was also examined. Transformational leadership was positively related to job satisfaction, particularly when employees demonstrated openness to change. Furthermore, leaders who experienced positive affect were most likely to demonstrate transformational leadership. This finding indicates that leadership styles that are regarded as effective in stable environments are also applicable soon after mergers, especially if employees conceptualize change as an opportunity for growth and advancement.
doi_str_mv 10.1177/1038411108099290
format Article
fullrecord <record><control><sourceid>proquest_istex</sourceid><recordid>TN_cdi_proquest_journals_198263238</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><informt_id>10.3316/ielapa.200904511</informt_id><sourcerecordid>1662883931</sourcerecordid><originalsourceid>FETCH-LOGICAL-c4487-170c66d1a9d92124007dfe9f46ca3b945c74530325a4ee6b8ed974ed5a7c65123</originalsourceid><addsrcrecordid>eNqFkM1v1DAQxSMEEqVw79HiTKi_EsfHUtEPaQsVWoTUy8gbT3bdzdrB9mrpf18vQRy4cJonvd97M5qqOmP0I2NKnTMqOskYox3Vmmv6ojphSspaacleFl3s-ui_rt6k9Egpp0KJk2q5QGMxpo2bPpBDiFsS9rkPO0zEeEvChN5jSiQH0m-MXyMZwjiGg_PrApBbb0PxXZEr47dkh3GN8W31ajBjwnd_5mn1_erz8vKmXny9vr28WNS9lJ2qmaJ921pmtNWccUmpsgPqQba9ESstm17JRlDBGyMR21WHViuJtjGqbxvGxWn1fu6dYvi5x5ThMeyjLyuB6Y63gouuQHSG-hhSijjAFN3OxCdgFI6vg39fVyLNHDm4EZ_-y8PF_c03JVXJXc25uHMZzGSGDJucpwTWZAPOD-G3E-IabHDHQiFYCw7HAgOnVFPZMFaK6rnIpYy__h5g4hZaJVQDP75cg16Kh7v7T0u4E8-Fl5c7</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>198263238</pqid></control><display><type>article</type><title>Leadership, work outcomes and openness to change following an Indonesian bank merger</title><source>Access via SAGE</source><source>Wiley Journals</source><creator>Hinduan, Zahrotur R. ; Wilson-Evered, Elisabeth ; Moss, Simon ; Scannell, Evelyn</creator><creatorcontrib>Hinduan, Zahrotur R. ; Wilson-Evered, Elisabeth ; Moss, Simon ; Scannell, Evelyn</creatorcontrib><description>Although charismatic, inspiring, and transformational leaders enhance work attitudes in stable work environments, their utility in dynamic contexts has not been investigated extensively. Furthermore, whether or not the benefits of this leadership style depend on openness to change has not been explored. To redress these shortfalls, leaders (n = 57) and followers (n = 91) in a post‐merger Indonesian bank completed questionnaires that assess the perceived leadership style of supervisors, as well as the job satisfaction, intention to leave, commitment to the change, and openness to change in employees. Affectivity of leaders was also examined. Transformational leadership was positively related to job satisfaction, particularly when employees demonstrated openness to change. Furthermore, leaders who experienced positive affect were most likely to demonstrate transformational leadership. This finding indicates that leadership styles that are regarded as effective in stable environments are also applicable soon after mergers, especially if employees conceptualize change as an opportunity for growth and advancement.</description><identifier>ISSN: 1038-4111</identifier><identifier>EISSN: 1744-7941</identifier><identifier>DOI: 10.1177/1038411108099290</identifier><language>eng</language><publisher>Oxford, UK: Blackwell Publishing Ltd</publisher><subject>Acquisitions &amp; mergers ; Asian ; Attitudes ; Bank acquisitions &amp; mergers ; Banking ; Change management ; commitment to change ; Employee attitude ; Employees ; Human resource management ; Indonesia: Commerce ; Job satisfaction ; Leadership ; Management styles ; merger ; Mergers ; openness to change ; Organizational change ; Studies</subject><ispartof>Asia Pacific journal of human resources, 2009-04, Vol.47 (1), p.59-78</ispartof><rights>2009 Australian Human Resources Institute (AHRI)</rights><rights>Copyright Sage Publications Ltd. Apr 2009</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4487-170c66d1a9d92124007dfe9f46ca3b945c74530325a4ee6b8ed974ed5a7c65123</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://onlinelibrary.wiley.com/doi/pdf/10.1177%2F1038411108099290$$EPDF$$P50$$Gwiley$$H</linktopdf><linktohtml>$$Uhttps://onlinelibrary.wiley.com/doi/full/10.1177%2F1038411108099290$$EHTML$$P50$$Gwiley$$H</linktohtml><link.rule.ids>314,780,784,1417,27924,27925,45574,45575</link.rule.ids></links><search><creatorcontrib>Hinduan, Zahrotur R.</creatorcontrib><creatorcontrib>Wilson-Evered, Elisabeth</creatorcontrib><creatorcontrib>Moss, Simon</creatorcontrib><creatorcontrib>Scannell, Evelyn</creatorcontrib><title>Leadership, work outcomes and openness to change following an Indonesian bank merger</title><title>Asia Pacific journal of human resources</title><description>Although charismatic, inspiring, and transformational leaders enhance work attitudes in stable work environments, their utility in dynamic contexts has not been investigated extensively. Furthermore, whether or not the benefits of this leadership style depend on openness to change has not been explored. To redress these shortfalls, leaders (n = 57) and followers (n = 91) in a post‐merger Indonesian bank completed questionnaires that assess the perceived leadership style of supervisors, as well as the job satisfaction, intention to leave, commitment to the change, and openness to change in employees. Affectivity of leaders was also examined. Transformational leadership was positively related to job satisfaction, particularly when employees demonstrated openness to change. Furthermore, leaders who experienced positive affect were most likely to demonstrate transformational leadership. This finding indicates that leadership styles that are regarded as effective in stable environments are also applicable soon after mergers, especially if employees conceptualize change as an opportunity for growth and advancement.</description><subject>Acquisitions &amp; mergers</subject><subject>Asian</subject><subject>Attitudes</subject><subject>Bank acquisitions &amp; mergers</subject><subject>Banking</subject><subject>Change management</subject><subject>commitment to change</subject><subject>Employee attitude</subject><subject>Employees</subject><subject>Human resource management</subject><subject>Indonesia: Commerce</subject><subject>Job satisfaction</subject><subject>Leadership</subject><subject>Management styles</subject><subject>merger</subject><subject>Mergers</subject><subject>openness to change</subject><subject>Organizational change</subject><subject>Studies</subject><issn>1038-4111</issn><issn>1744-7941</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2009</creationdate><recordtype>article</recordtype><recordid>eNqFkM1v1DAQxSMEEqVw79HiTKi_EsfHUtEPaQsVWoTUy8gbT3bdzdrB9mrpf18vQRy4cJonvd97M5qqOmP0I2NKnTMqOskYox3Vmmv6ojphSspaacleFl3s-ui_rt6k9Egpp0KJk2q5QGMxpo2bPpBDiFsS9rkPO0zEeEvChN5jSiQH0m-MXyMZwjiGg_PrApBbb0PxXZEr47dkh3GN8W31ajBjwnd_5mn1_erz8vKmXny9vr28WNS9lJ2qmaJ921pmtNWccUmpsgPqQba9ESstm17JRlDBGyMR21WHViuJtjGqbxvGxWn1fu6dYvi5x5ThMeyjLyuB6Y63gouuQHSG-hhSijjAFN3OxCdgFI6vg39fVyLNHDm4EZ_-y8PF_c03JVXJXc25uHMZzGSGDJucpwTWZAPOD-G3E-IabHDHQiFYCw7HAgOnVFPZMFaK6rnIpYy__h5g4hZaJVQDP75cg16Kh7v7T0u4E8-Fl5c7</recordid><startdate>200904</startdate><enddate>200904</enddate><creator>Hinduan, Zahrotur R.</creator><creator>Wilson-Evered, Elisabeth</creator><creator>Moss, Simon</creator><creator>Scannell, Evelyn</creator><general>Blackwell Publishing Ltd</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope></search><sort><creationdate>200904</creationdate><title>Leadership, work outcomes and openness to change following an Indonesian bank merger</title><author>Hinduan, Zahrotur R. ; Wilson-Evered, Elisabeth ; Moss, Simon ; Scannell, Evelyn</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4487-170c66d1a9d92124007dfe9f46ca3b945c74530325a4ee6b8ed974ed5a7c65123</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2009</creationdate><topic>Acquisitions &amp; mergers</topic><topic>Asian</topic><topic>Attitudes</topic><topic>Bank acquisitions &amp; mergers</topic><topic>Banking</topic><topic>Change management</topic><topic>commitment to change</topic><topic>Employee attitude</topic><topic>Employees</topic><topic>Human resource management</topic><topic>Indonesia: Commerce</topic><topic>Job satisfaction</topic><topic>Leadership</topic><topic>Management styles</topic><topic>merger</topic><topic>Mergers</topic><topic>openness to change</topic><topic>Organizational change</topic><topic>Studies</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Hinduan, Zahrotur R.</creatorcontrib><creatorcontrib>Wilson-Evered, Elisabeth</creatorcontrib><creatorcontrib>Moss, Simon</creatorcontrib><creatorcontrib>Scannell, Evelyn</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><jtitle>Asia Pacific journal of human resources</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Hinduan, Zahrotur R.</au><au>Wilson-Evered, Elisabeth</au><au>Moss, Simon</au><au>Scannell, Evelyn</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Leadership, work outcomes and openness to change following an Indonesian bank merger</atitle><jtitle>Asia Pacific journal of human resources</jtitle><date>2009-04</date><risdate>2009</risdate><volume>47</volume><issue>1</issue><spage>59</spage><epage>78</epage><pages>59-78</pages><issn>1038-4111</issn><eissn>1744-7941</eissn><abstract>Although charismatic, inspiring, and transformational leaders enhance work attitudes in stable work environments, their utility in dynamic contexts has not been investigated extensively. Furthermore, whether or not the benefits of this leadership style depend on openness to change has not been explored. To redress these shortfalls, leaders (n = 57) and followers (n = 91) in a post‐merger Indonesian bank completed questionnaires that assess the perceived leadership style of supervisors, as well as the job satisfaction, intention to leave, commitment to the change, and openness to change in employees. Affectivity of leaders was also examined. Transformational leadership was positively related to job satisfaction, particularly when employees demonstrated openness to change. Furthermore, leaders who experienced positive affect were most likely to demonstrate transformational leadership. This finding indicates that leadership styles that are regarded as effective in stable environments are also applicable soon after mergers, especially if employees conceptualize change as an opportunity for growth and advancement.</abstract><cop>Oxford, UK</cop><pub>Blackwell Publishing Ltd</pub><doi>10.1177/1038411108099290</doi><tpages>20</tpages></addata></record>
fulltext fulltext
identifier ISSN: 1038-4111
ispartof Asia Pacific journal of human resources, 2009-04, Vol.47 (1), p.59-78
issn 1038-4111
1744-7941
language eng
recordid cdi_proquest_journals_198263238
source Access via SAGE; Wiley Journals
subjects Acquisitions & mergers
Asian
Attitudes
Bank acquisitions & mergers
Banking
Change management
commitment to change
Employee attitude
Employees
Human resource management
Indonesia: Commerce
Job satisfaction
Leadership
Management styles
merger
Mergers
openness to change
Organizational change
Studies
title Leadership, work outcomes and openness to change following an Indonesian bank merger
url https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2024-12-24T03%3A49%3A46IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_istex&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Leadership,%20work%20outcomes%20and%20openness%20to%20change%20following%20an%20Indonesian%20bank%20merger&rft.jtitle=Asia%20Pacific%20journal%20of%20human%20resources&rft.au=Hinduan,%20Zahrotur%20R.&rft.date=2009-04&rft.volume=47&rft.issue=1&rft.spage=59&rft.epage=78&rft.pages=59-78&rft.issn=1038-4111&rft.eissn=1744-7941&rft_id=info:doi/10.1177/1038411108099290&rft_dat=%3Cproquest_istex%3E1662883931%3C/proquest_istex%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=198263238&rft_id=info:pmid/&rft_informt_id=10.3316/ielapa.200904511&rfr_iscdi=true