The Effect of Transformational Leadership on Employees’ Readiness for Organizational Change: The Moderating Role of Organizational Transparency and the Mediating Role of Perceived Action Plan
DOI:
https://doi.org/10.61838/Keywords:
Transformational Leadership, Employee Readiness, Organizational Change, Organizational Transparency, Perceived Action PlanAbstract
Objective: This study aimed to examine the effect of transformational leadership on employees’ readiness for organizational change, considering the mediating role of perceived action plan and the moderating role of organizational transparency.
Methods and Materials: This applied study used a descriptive-survey design. The statistical population included all employees of Qazvin University of Medical Sciences, totaling 800 individuals. Based on Cochran’s formula, 259 participants were selected through simple random sampling. Data were collected using a standardized 50-item questionnaire. The quality of the instrument was assessed through content validity, construct validity, and reliability indices. Descriptive statistics were analyzed using SPSS, while the research hypotheses and conceptual model were tested at the inferential level through structural equation modeling using PLS software. The conceptual framework of the study was adapted from Al-Arifi et al. (2024).
Findings: The results of path analysis indicated that transformational leadership had a significant indirect effect on readiness for organizational change through the mediating role of perceived action plan, with a t-value of 7.048. Transformational leadership also had a significant positive effect on perceived action plan, with a path coefficient of 0.252 and a t-value of 3.424. Moreover, transformational leadership significantly predicted readiness for organizational change, with a path coefficient of 0.206 and a t-value of 2.822. Perceived action plan had a significant positive effect on readiness for organizational change, with a path coefficient of 0.368 and a t-value of 5.125. In addition, organizational transparency significantly moderated the relationship between transformational leadership and readiness for organizational change, with a path coefficient of 0.244 and a t-value of 3.006.
Conclusion: The findings suggest that transformational leadership can enhance employees’ readiness for organizational change both directly and indirectly through perceived action plans. Furthermore, organizational transparency strengthens this relationship by creating a clearer and more trustworthy organizational environment for change implementation.
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