Role of leaders in building organizational readiness to change – case study at public health centers in Indonesia
-
DOIhttp://dx.doi.org/10.21511/ppm.18(3).2020.01
-
Article InfoVolume 18 2020, Issue #3, pp. 1-10
- Cited by
- 1999 Views
-
681 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Leaders play a strategic role in the process of organizational change. Various studies were conducted to show the role of leaders in succeeding change. One famous concept of leaders’ role was the Mintzberg managerial role, which divides the role of the leader into three main roles: interpersonal, informational, and decisional. This research was conducted to explore the leaders’ role in creating organizational readiness to change. The study was conducted at 40 government-owned public health centers in Indonesia, involving 190 midwives as respondents. The study results show that all three leader’s roles were well implemented by the head of the public health center with the best score in the informational role. However, organizational readiness to change at public health centers is not on the same level. The linear regression test indicates that the decisional role has the largest contribution in building the organizational readiness to change. The successfully implemented role of entrepreneurs, disturbance handlers, resource allocators, and negotiators was the key to the successful implementation of changes. Therefore, the advice given was the need for leaders to improve their decision abilities so that the organizational readiness to change becomes better.
Acknowledgment
The researcher thanked the Ministry of Research, Technology and Higher Education, Republic of Indonesia, for funding this research.
- Keywords
-
JEL Classification (Paper profile tab)М50, I18, L16
-
References43
-
Tables3
-
Figures0
-
- Table 1. Description of the leader’s role
- Table 2. Description of readiness to change
- Table 3. Linear regression output
-
- Abbas, W., & Asghar, I. (2010). The Role of Leadership in Organizational Change Relating the Successful Organizational Change to Visionary and Innovative Leadership (Master Thesis). Faculty of Engineering and Sustainable Development, University of Gavle.
- Al-Hussami, M., Hamad, S., Darawad, M., & Maharmeh, M. (2017). The effects of leadership competencies and quality of work on the perceived readiness for organizational change among nurse managers. Leadership in Health Services, 30(4), 443-456.
- Alves, M. R., Galina, S. V. R., & Dobelin, S. (2081). Literature on organizational innovation: past and future. Innovation & Management Review, 15(1), 2-19.
- Bandura, A. (2005). Self-Efficacy Beliefs of Adolescents. Charlotte – North Carolina: Information Age Publishing.
- Brix, J. (2019). Innovation capacity building an approach to maintaining balance between exploration and exploitation in organizational learning. The Learning Organization, 26(1), 12-26.
- Busari, A. H., Khan, S. N., Abdullah, S. M., & Mughal, Y. H. (2019). Transformational leadership style, followership, and factors of employees’ reactions towards organizational change. Journal of Asia Business Studies, 14(2), 181-209.
- Caldwell, R. (2012). Systems Thinking, Organizational Change and Agency: A Practice Theory Critique of Senge’s Learning Organization. Journal of Change Management, 12(2), 145-164.
- Chew, M. M. M., Cheng, J. S. L., & Petrovic-Lazarevic, S. (2006). Manager’s role in implementing organizational change: Case of the restaurant industry in Melbourne. Journal of Global Business and Technology, 2(1), 58-67.
- Cieslinska, K. (2007). The Basic Roles of Manager in Business Organization. Roczniki Akademii Rolniczej w Poznaniu, CCCLXXXV, Ekon 6, 3-12.
- Critten, P. (2016). A radical agenda for enabling organisation transformation through work-applied learning. Journal of Work-Applied Management, 8(1), 65-78.
- Cummings, T. G., & Worley, C. G. (2009). Organization Development & Change (9th ed.). USA: South-Western Cengage Learning.
- Garvin, D. A., Edmondson, C., & Gino, F. (2008). Is Yours a Learning Organization? Harvard Business Review, 3-11.
- Ghavifekr, S., & Adewale, A. S. (2019). Can change leadership impact on staff organizational citizenship behavior? A scenario from Malaysia. Higher Education Evaluation and Development, 13(2), 65-81.
- Graamans, E., Aij, K., Vonk, A., & Have, W. T. (2020). Case study: examining failure in change management. Journal of Organizational Change Management, 33(2), 319-330.
- Grošelj, M., Černe, M., Penger, S., & Grah, B. (2020). Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment. European Journal of Innovation Management.
- Hao, M. J., & Yazdanifard, R. (2015). How Effective Leadership can Facilitate Change in Organizations through Improvement and Innovation. Global Journal of Management and Business, 15(9), 1-5.
- Herscovitch, L., & Meyer, J. P. (2002). Commitment to Organizational Change: Extension of a Three-Component Model. Journal of Applied Psychology, 87(3), 474-487.
- Holbeche, L. (2006). Understanding Change Theory, Implementation and Success. Roffey Park Management Institute.
- Holt, D. Armenakis, A., Feild, H. S., & Harris, S. G. (2007). Readiness for organizational change the systematic development of a scale. The Journal of Applied Behavioral Science, 43(2), 232-255.
- House, R. J. R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations. The Globe – Andrews University.
- Howley, C. (2012). Readiness For Change. ICF International, Inc.
- Kiitam, A., McLay, A., & Pili, T. (2016). Managing conflict in organizational change. International Journal of Agile Systems and Management (IJASM), 9(2), 114.
- Kumar, P. (2015). An Analytical Study on Mintzberg’s Framework: Managerial Roles. International Journal of Research in Management &Business Studies, 2(3), 12-19.
- Latta, G. F. (2009). A Process Model of Organizational Change in Cultural Context (OC3 Model) The Impact of Organizational Culture on Leading Change. Journal of Leadership & Organizational Studies, 16(1), 19-37.
- Loh, E. (2015). Doctors as health managers: an oxymoron, or a good idea? Journal of Work-Applied Management, 7(1), 52-60.
- Lunenburg, F. C. (2010). Managing Change: The Role of the Change Agent. International Journal of Management, Business, and Administration, 13(1), 1-6.
- MacLeod, M. L. P., Hanlon, N., Reay, T., Snadden, D., & Ulrich, C. M. (2020). Partnering for change How a health authority, physicians, and communities work together to transform primary healthcare services. Journal of Health Organization and Management, 34(3), 255-272.
- Maniatopoulos, G., & Hunter, D. J. (2019). Large-scale health system transformation in the United Kingdom: Implementing the new care models in the NHS. Journal of Health Organization and Management, 34(3), 325-344.
- Miller, R., Weir, C., & Gulati, S. (2018). Transforming primary care: scoping review of research and practice. Journal of Integrated Care, 26(3), 176-188.
- Mintzberg, H. (1973). The Nature of Managerial Work. New York: Harper & Row.
- Mintzberg, H. (1975). The Manager’s Job-folklore and foot. Harvard Business Review.
- Muafi, Fachrunnisa, O., & Siswanti, Y. (2019). Empowering Leadership and Individual Readiness to Change: the Role of People Dimension and Work Method. Journal of the Knowledge Economy, 10, 1515-1535.
- Peschl, M. F. (2019). Unlearning towards an uncertain future: on the back end of future-driven unlearning. The Learning Organization, 26(5), 454-469.
- Ravaghi, H., Mannion, R., & Sajadi, H. S. (2015). Organizational Failure in an NHS Hospital Trust A Qualitative Study. The Health Care Manager, 34(4), 367-375.
- Rybnicek, R., Leitner, K. H., Franzens, K., Baumgartner, L., & Plakolm, J. (2019). Industry and leadership experiences of the heads of departments and their impact on the performance of public universities. Management Decision, 57(12), 3321-3345.
- Senge, P. M. (1990). The Leader’s new work: building the learning organization. Massachusetts Institute of Technology Sloan Management Review, 2(1).
- Shen, H., Gao, Y., & Yang, X. (2017). Matching organizational climate and control mechanisms for fast strategic change in transitional economics: Evidence from China. Journal of Organizational Change Management, 30(2), 124-141.
- Tovmasyan, G. (2017). The Role of Managers in Organizations: Psychological Aspects. Business Ethics and Leadership, 1(3), 20-26.
- Visagie, C. M., & Steyn, C. (2011). Organisational commitment and responses to planned organisational change: An exploratory study. Southern African Business Review, 15(3), 98-121.
- Weiner, B. (2009). A theory of organizational readiness for change. Implementation Science, 4(67).
- Wulandari, R. D., Supriyanto, S., Qomaruddin, M. B., Damayanti, N. A., & Laksono, A. D. (2019). Change Commitment and Change Efficacy of Public Health Center in Indonesia in Implementing Efforts to Improve the Quality of Health Services. Indian Journal of Public Health Research and Development, 10(10), 1923-1927.
- Yi, Y., Gu, M., & Wei, Z. (2017). Bottom-up learning, strategic flexibility and strategic change. Journal of Organizational Change Management, 30(2), 161-183.
- Zhang, Y., Liang, Q., & Fan, P. (2017). Strategic core change, faultlines and team flux: insight from punctuated equilibrium model. Journal of Organizational Change Management, 30(1), 54-75.