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Artículos de revistas sobre el tema "Transformational change"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Limerick, David, Ron Passfield, and Bert Cunnington. "Transformational Change." Learning Organization 1, no. 2 (1994): 29–40. http://dx.doi.org/10.1108/09696479410060973.

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Liebermann, Susanne Christina, Katharina Blenckner, Jan-Hendrik Diehl, et al. "Abrupt Implementation of Telework in the Public Sector During the COVID-19 Crisis." Zeitschrift für Arbeits- und Organisationspsychologie A&O 65, no. 4 (2021): 258–66. http://dx.doi.org/10.1026/0932-4089/a000367.

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Abstract. Lockdown regulations during the COVID-19 outbreak resulted in abrupt changes to work situations and presented new leadership challenges. This short report explores how leaders perceived their options for leading transformationally when their teams were forced to rapidly switch to virtual collaboration. We interviewed 20 supervisors using semistructured telephone interviews who described their general leadership behavior before the lockdown and the evaluated possibilities and difficulties of leading transformationally during the lockdown. The article provides insights into the precond

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3

Nutt, Paul C., and Robert W. Backoff. "Facilitating Transformational Change." Journal of Applied Behavioral Science 33, no. 4 (1997): 490–508. http://dx.doi.org/10.1177/0021886397334005.

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4

Bambang Niko Pasla, Martha Sari Ayu, Fathiyah Fathiyah, Bailah Bailah, Fahmi Rasid, and Ubaidillah Ubaidillah. "Leadership style types: The Importance of Organizational Culture and Change Management." Jurnal Prajaiswara 3, no. 2 (2022): 105–15. http://dx.doi.org/10.55351/prajaiswara.v3i2.45.

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Introduction/Main Objectives: This study aims to determine the value of the direct influence between transformational leadership and change management, transformational leadership and organizational culture, organizational culture and change management, and deal with the indirect effect of organizational culture on transformational leadership and change management. Background Problems: In the era of globalization that is increasingly fast and dynamic, an organization must be able to adapt to changes in the environment, where changes in the organization must be managed properly and efficiently.

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5

Allen, Bibb. "Transformational Change For Radiology." Health Affairs 34, no. 3 (2015): 539. http://dx.doi.org/10.1377/hlthaff.2015.0088.

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6

Botting, Lucy. "Transformational change in action." Nursing Management 17, no. 9 (2011): 14–19. http://dx.doi.org/10.7748/nm2011.02.17.9.14.c8297.

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7

Waddock, Sandra. "Thinking Transformational System Change." Journal of Change Management 20, no. 3 (2020): 189–201. http://dx.doi.org/10.1080/14697017.2020.1737179.

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8

Gupta, Pushpa. "Transformational Leadership: Inspiring Change and Innovation." International Journal of Science and Research (IJSR) 14, no. 2 (2025): 504–9. https://doi.org/10.21275/mr25206180024.

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9

Abdul Sahid, Indriati Amirullah, Khaeriyah Khaeriyah, Nurasia Natsir, and Syafaruddin Syafaruddin. "Transformational Leadership In Organizational Change." International Journal of Economics and Management Research 2, no. 2 (2023): 172–77. http://dx.doi.org/10.55606/ijemr.v2i2.110.

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Leadership plays a very important role in organizational dynamics and change. This article discusses the concept, role, and emphasis on transformational leadership in the context of organizational change. Transformational leadership is an approach that allows leaders to influence and bring about positive change in an organization. This concept brings about more than just procedural changes; it creates an inspiring vision, motivates subordinates, and encourages innovation in order to achieve higher organizational goals. In this research, we explain how transformational leadership plays a centra

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10

Fragouli, Evangelia, and Theodora Tourlaki. "Leading Change and Crisis: How Transformational Changes Can Be Successful Nowadays?" Global Research in Higher Education 3, no. 3 (2020): p22. http://dx.doi.org/10.22158/grhe.v3n3p22.

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Nowadays, the world scene is changing at a fast pace. The increase of competition, technological developments, financial downturns, market expansion, legal and political instabilities are forcing the international business environment to transformational changes. Researchers agree that most transformation efforts produce only middle level results. Changes can be stimulating in an organization, but are often met with negative emotions such as stress and fear which result in resistance and in organizational crisis. Literature review reveals that crisis will always accompany changes. The aims of

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11

Windasari, Windasari, Erny Roesminingsih, and Syunu Trihantoyo. "Pengaruh Kepemimpinan Transformasional Kepala Sekolah Terhadap Perubahan Organisasi Sekolah Dasar." Kelola: Jurnal Manajemen Pendidikan 9, no. 1 (2022): 99–110. http://dx.doi.org/10.24246/j.jk.2022.v9.i1.p99-110.

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Today's global world changes encourage schools to start making organizational changes. School leaders are expected to be able to develop competitive strategies and create organizational changes in schools. This study aims to determine the effect of transformational leadership on organizational change in elementary schools. This study uses a quantitative approach using simple linear regression test data analysis techniques. The independent variable in this study is the principal's transformational leadership while the dependent variable is organizational change. The sample was 396 respondents w

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12

Harb, Bissane, and Dina Sidani. "Transformational leadership for organizational change in the Lebanese public sector." Problems and Perspectives in Management 17, no. 2 (2019): 205–16. http://dx.doi.org/10.21511/ppm.17(2).2019.15.

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The public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public

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13

Gunawan, Michael, Retno Wijayanti, Febri Nila Chrisanty, Budi W. Soetjipto, Ani Wahyu Rachmawati, and Santi Rahmawati. "Transformational entrepreneurship and its effect on readiness for change, psychological capital, and employee performance: evidence from an Indonesian bank." F1000Research 10 (September 3, 2021): 887. http://dx.doi.org/10.12688/f1000research.52480.1.

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Continuing failures of financial capitalism across borders have led corporation to develop a more balanced economic growth model of transformational entrepreneurship that emphasises both short-term economic and longer-term social impacts. The model encourages entrepreneurial activities that bring major changes in the related markets and industries, as well as changes in society and culture. At the corporate level, transformational entrepreneurship prepares employees for any potential changes induced by a dynamic environment; it also improves the psychological capital of individual employees, a

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14

Fitrianna, Nurma, and Tri Siwi Agustina. "Transformational Leadership dan Commitment to Change: Dimediasi oleh Readiness for Change Studi Pada Karyawan PT. Telkom Divisi Regional V Surabaya." Jurnal Manajemen dan Bisnis Indonesia 2, no. 2 (2015): 154–67. http://dx.doi.org/10.31843/jmbi.v2i2.47.

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Organizational change is a process whereby an organization change from the current state to the desired state to increase its effectiveness. These changes required the support of a leader, management, and all employees. The change will be successful if all of the organization's role in it. Someone who has a transformational leadership style will affect the readiness for change that will impact on the development and formation of commitment to change from employees.  This study aimed to analyze the effect of transformational leadership toward commitment to change with readiness for change

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15

McNaney, Nicki, and Elizabeth Bradbury. "Practical Tools for Transformational Change." International Journal of Integrated Care 16, no. 6 (2016): 345. http://dx.doi.org/10.5334/ijic.2893.

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16

Jackson, Stephen T. "Transformational ecology and climate change." Science 373, no. 6559 (2021): 1085–86. http://dx.doi.org/10.1126/science.abj6777.

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17

Cohen, Allan R. "Transformational Change at Babson College." Academy of Management Learning & Education 2, no. 2 (2003): 155–80. http://dx.doi.org/10.5465/amle.2003.9901672.

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18

Luzinski, Craig. "Transformational Leadership and Navigating Change." JONA: The Journal of Nursing Administration 42, no. 12 (2012): 543–44. http://dx.doi.org/10.1097/nna.0b013e318274b514.

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19

Grant, Gilbert J., Abraham H. Grant, and Charles J. Lockwood. "Simpson, Semmelweis, and Transformational Change." Obstetrics & Gynecology 106, no. 2 (2005): 384–87. http://dx.doi.org/10.1097/01.aog.0000168452.10067.27.

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20

Stotland, Naomi E., and Nada L. Stotland. "Simpson, Semmelweis, and Transformational Change." Obstetrics & Gynecology 106, no. 5, Part 1 (2005): 1107–8. http://dx.doi.org/10.1097/01.aog.0000186050.56229.93.

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21

Grant, Gilbert J., Abraham H. Grant, and Charles J. Lockwood. "Simpson, Semmelweis, and Transformational Change." Obstetrics & Gynecology 106, no. 5, Part 1 (2005): 1108. http://dx.doi.org/10.1097/01.aog.0000186255.52346.e3.

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22

Nussbaumer, Alison, and Wendy Merkley. "The path of transformational change." Library Management 31, no. 8/9 (2010): 678–89. http://dx.doi.org/10.1108/01435121011093441.

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23

Jackson, Veronica. "Individual budgets and transformational change." Journal of Care Services Management 2, no. 4 (2008): 322–33. http://dx.doi.org/10.1179/csm.2008.2.4.322.

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24

Vestal, Katherine. "Why Transformational Change Often Fails." Nurse Leader 9, no. 5 (2011): 8–9. http://dx.doi.org/10.1016/j.mnl.2011.07.008.

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25

Doyle, Mike. "Selecting managers for transformational change." Human Resource Management Journal 12, no. 1 (2002): 3–16. http://dx.doi.org/10.1111/j.1748-8583.2002.tb00054.x.

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26

Seijts, Gerard H., and Jeffrey Gandz. "Transformational change and leader character." Business Horizons 61, no. 2 (2018): 239–49. http://dx.doi.org/10.1016/j.bushor.2017.11.005.

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27

White, William L. "Transformational change: A historical review." Journal of Clinical Psychology 60, no. 5 (2004): 461–70. http://dx.doi.org/10.1002/jclp.20001.

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28

Wilbanks, Thomas J. "Inducing transformational energy technological change." Energy Economics 33, no. 4 (2011): 699–708. http://dx.doi.org/10.1016/j.eneco.2010.12.019.

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29

Yang, Yi-Feng. "Leadership and Satisfaction in Change Commitment." Psychological Reports 108, no. 3 (2011): 717–36. http://dx.doi.org/10.2466/01.28.pr0.108.3.717-736.

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Managerial transformational leadership skills may directly influence banking counter staff toward change commitment and improve job satisfaction and service quality, or the influence instead may be mediated by change commitment. For a sample comprised of 246 managers from four large Taiwanese banks, the following path relationships were tested: (1) the association of transformational leadership with change commitment, (2) the association of change commitment with job satisfaction, and (3) the direct or indirect (through the mediation of change commitment) effect of transformational leadership

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30

Okanga, B., and A. Drotskie. "A transformational leadership model for managing change and transformation linked to diversification investments." Southern African Business Review 20, no. 1 (2019): 414–45. http://dx.doi.org/10.25159/1998-8125/6058.

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Owing to its relationship with change and transformation, transformational leadership theory should be relevant to managing change and transformation linked to diversification investments. However, the question of what model of transformational leadership would be appropriate for managing change and transformation linked to diversification investments has not been addressed. The purpose of this research was to explore managers’ perceptions of the links between transformational leadership and diversification strategies. Using a qualitative research method, this study provides a critical analysi

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31

Abrell-Vogel, Carolin, and Jens Rowold. "Leaders’ commitment to change and their effectiveness in change – a multilevel investigation." Journal of Organizational Change Management 27, no. 6 (2014): 900–921. http://dx.doi.org/10.1108/jocm-07-2012-0111.

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Purpose – Followers’ affective commitment to change has been found to constitute a strong predictor of the success of change initiatives in organizations. Several studies have yet shown positive effects of transformational leadership on followers’ commitment to change. However, up to date there is no study examining the direct effects of different transformational leadership behaviors on followers’ commitment to change and the moderating impact of leaders’ commitment to change on these relationships. The paper aims to discuss these issues. Design/methodology/approach – This study uses a cross-

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32

Rickards, L., and S. M. Howden. "Transformational adaptation: agriculture and climate change." Crop and Pasture Science 63, no. 3 (2012): 240. http://dx.doi.org/10.1071/cp11172.

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Climate change presents the need and opportunity for what the Stern report called ‘major, non-marginal change’. Such transformational adaptation is rapidly emerging as a serious topic in agriculture. This paper provides an overview of the topic as it applies to agriculture, focusing on the Australian situation. It does so by first defining transformational adaptation, distinguishing it from other more incremental but overlapping modes of climate change adaptation and positing its emergence in agriculture as a response to both drivers and opportunities. The multiple dimensions of transformation

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33

Lowery-Hart, Russell. "Leading Culture Change: Moving from Transformational Initiatives to a Transformational Institution." Change: The Magazine of Higher Learning 54, no. 3 (2022): 5–10. http://dx.doi.org/10.1080/00091383.2022.2054172.

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Iwaniec, David, Elizabeth Cook, Olga Barbosa, and Nancy Grimm. "The Framing of Urban Sustainability Transformations." Sustainability 11, no. 3 (2019): 573. http://dx.doi.org/10.3390/su11030573.

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Transformational change is not always intentional. However, deliberate transformations are imperative to achieve the sustainable visions that future generations deserve. Small, unintentional tweaks will not be enough to overcome persistent and emergent urban challenges. Recent scholarship on sustainability transformations has evolved considerably, but there is no consensus on what qualifies transformational change. We describe variations in current discussions of intentional sustainability transformations in the literature and synthesize strategies from funding institutions’ recent requests fo

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35

Nazarzadeh Zare, Mohsen, Shahram Abdi Azzar, Amir Hossein Mardani, and Mohammad Ali Arein. "From change to organizational transformation." Library Management 36, no. 1/2 (2015): 157–67. http://dx.doi.org/10.1108/lm-06-2014-0074.

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Purpose – The purpose of this paper is to study the application level of transformational organization components from Tehran Medical Science University librarians’ point of view. Design/methodology/approach – The present survey method is descriptive-scaling. The statistical population of this survey has included all librarians of Medical Science University of Tehran about 50 individuals. As a few numbers of statistical population, almost all of them were surveyed. Accomplished questionnaires were used to collect data. To analyze data, Kolmogorov-Smirnov test, Pearson correlation coefficient a

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36

Giovanita, Denvi, and Wustari L. Mangundjaya. "Transformational Leadership vs Change Self-Efficacy and Its Impact on Affective Commitment to Change." GATR Journal of Management and Marketing Review (JMMR) Vol. 2 (4) Oct-Dec 2017 2, no. 4 (2017): 13–18. http://dx.doi.org/10.35609/jmmr.2017.2.4(3).

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Objective - It is essential for organizations in 21st century to evolve with time. In this regard, both the management and employees of an organization play an essential role in the implementation of change. One way of determining the success of organizational change is by identifying the employees' commitment to change. This research aims to identify the effect of transformational leadership (organizational factors) and employees' change self-efficacy (individual factors) on effective commitment to change, to identify which of those two factors has a more significant effect on affective commi

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Tweed, Alison, Andrew Singfield, Julia R. A. Taylor, Lucy Gilbert, and Paul Mount. "Creating allegiance: leading transformational change within the NHS." BMJ Leader 2, no. 3 (2018): 110–14. http://dx.doi.org/10.1136/leader-2018-000088.

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BackgroundWithin the UK National Health Service (NHS) the move to Sustainable Transformation Plans/Partnerships and Integrated Care Systems reflect the increasing need and expectation for transformational change at a system level across both health and social care boundaries. Transformational change is complex, emergent and dynamic requiring new, non-traditional forms of leadership which are highly relational and persuasive.Aim of the studyThe current study aimed to explore a small number of NHS senior leaders’ experiences of undertaking transformational change within their localities over a p

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38

Istiqomah, Istiqomah, and Burhanuddin Burhanuddin. "THE ROLE OF TRANSFORMATIONAL LEADERSHIP IN ORGANIZATIONAL CHANGE." International Research-Based Education Journal 4, no. 2 (2022): 148. http://dx.doi.org/10.17977/um043v4i2p148-162.

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This study aims to determine the role of transformational leadership in organizational change. This study uses a literature review method from various previous research results that have been published. The results showed that transformational leadership has a positive and significant effect on the success of organizational change. In organizational change, transformational leaders act as motivators, directors, role models, and active participants in organizational change

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Chukwuma, Nonye, and Dumisani Zondo. "Effect of transformational leadership on employee resistance to change at eThekwini automobiles." International Journal of Research in Business and Social Science (2147- 4478) 13, no. 3 (2024): 179–93. http://dx.doi.org/10.20525/ijrbs.v13i3.3216.

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Transformational leadership and employee change resistance have been studied extensively. However, no systematic attempt has been made to reframe those findings in light of leaders' inspirational drive. The sample size of 170 participants from eThekwini automobile dealership organisations indicated that employees' intention to resist change was negatively associated with their managers' transformational leadership style focused on inspirational motivation. Transformational leadership's impact on employee resistance to change at eThewkini Automobiles in KwaZulu-Natal is examined through a leade

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Rachmatsyah, T. Herry, and Franky Franky. "THE ANALYSIS OF PARTIAL EFFECT AND ORGANIZATIONAL CULTURE MODERATION, TRANSFORMATIONAL LEADERSHIP, AND LOCAL CULTURE, TOWARD PRIVATE HIGHER EDUCATION ORGANIZATION CHANGES." Journal of Law and Sustainable Development 12, no. 2 (2024): e2640. http://dx.doi.org/10.55908/sdgs.v12i2.2640.

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Purpose: This paper aims to analyse the partial effect and moderation between variables of organizational culture, transformational leadership, and local culture; toward organizational changes. Theorical framework: The process of higher education in Indonesia cannot be separated from government intervention as the highest stakeholder, including in educational institutions. Some policies related to the curriculum, teaching staff, education staff, facilities, administration, and so on. Thus, higher education providers must fulfil administrative elements predominantly, rather than developing know

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Altimier, Leslie, and Breidge Boyle. "Unprecedented opportunities for a transformational change." Journal of Neonatal Nursing 27, no. 3 (2021): 157–64. http://dx.doi.org/10.1016/j.jnn.2021.04.001.

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McNaney, Nicki, and Elizabeth Bradbury. "Developing Systems Leadership for Transformational Change." International Journal of Integrated Care 16, no. 6 (2016): 344. http://dx.doi.org/10.5334/ijic.2892.

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Boone, Joyce. "Leading learning organizations through transformational change." International Journal of Educational Management 29, no. 3 (2015): 275–83. http://dx.doi.org/10.1108/ijem-06-2013-0096.

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Purpose – There are two conditions that threaten to derail the American education system as we know it: the poor state of the US economy in America and the less than effective structure of the American education system. Researchers and practitioners are searching to identify tools and strategies that can help to restore confidence in the soundness of the US education system. One such strategy is blended learning delivery formats. The purpose of this paper is to examine implications of and recommend blended learning strategies. Design/methodology/approach – This writing presents a description o

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Franklin, Melanie. "3 lessons for successful transformational change." Industrial and Commercial Training 46, no. 7 (2014): 364–70. http://dx.doi.org/10.1108/ict-04-2014-0027.

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Purpose – The purpose of this paper is to demonstrate that defining how a change is to be planned and implemented is as important for its success as defining what the change is expected to achieve. Design/methodology/approach – All information is drawn from the questions asked and the challenges raised by the senior managers responsible for the transformation of their organisation. For this reason, their names and the name of their organisation have been withheld and the description of what the organisation does contains insufficient information to enable it to be easily identified. Findings –

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Slonim, Anthony D. "Visionary Healthcare Leaders Deliver Transformational Change." Frontiers of Health Services Management 36, no. 3 (2020): 21–26. http://dx.doi.org/10.1097/hap.0000000000000078.

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Brown, Andrew D. "Transformational Leadership in Tackling Technical Change." Journal of General Management 19, no. 4 (1994): 1–12. http://dx.doi.org/10.1177/030630709401900401.

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Mudacumura, Gedeon M. "Participative management in global transformational change." International Journal of Public Administration 23, no. 12 (2000): 2051–83. http://dx.doi.org/10.1080/01900690008525538.

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Brand, Maryse J., Evelien P. M. Croonen, and Dianne H. B. Welsh. "Successfully managing chain-wide transformational change." Organizational Dynamics 45, no. 2 (2016): 94–103. http://dx.doi.org/10.1016/j.orgdyn.2016.02.003.

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Eichinger, Michael. "Transformational change in the Anthropocene epoch." Lancet Planetary Health 3, no. 3 (2019): e116-e117. http://dx.doi.org/10.1016/s2542-5196(18)30280-8.

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Bochman, David J., and Michael Kroth. "Immunity to transformational learning and change." Learning Organization 17, no. 4 (2010): 328–42. http://dx.doi.org/10.1108/09696471011043090.

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