The dynamic nature of the world oil economies has continued to compel organizations around the globe to change and stay competitive or fail. Many change initiatives have been developed in order to improve organizational change management (Kim and Mauborhne 2005; Senior and Swailes2010; Mueller, Jenny, and Bauer 2012; Rusly, Corner, and Sun2011). Successful organizations have continued to thrive in their efforts to remain competitive (Basenji 2008). In the numerous studies of organizational change management, the literature indicated that a high rate of problems associated with leadership and organizational culture have been the major factors that can lead to either failure or success when managing organizational change (Smith 2005; Pearse 2010; Erwin and German 2010). Oreg’s (2006) study focused on the relationship between organizational leaders and their subordinates and found that lack of commitment in most change processes was significantly associated with failure to manage organizational change. A thorough review of the literature confirmed that most organizations ignored the adoption of a theoretical model that could help guide the organizational change –management process for a better change implementation (Judson 1991; Furnham and Gunter 1993; Barger and Kirby 1995; Grieves 2010). This study proposes an innovative theoretical organizational change framework capable of leading organizational change among organizations in the Nigerian oil sector, including other related organizations. About two hundred questionnaires were collected from organizations in Nigeria. The outcome of the study provides key insights for organizational leaders to appropriately understand the link between leadership styles and organizational culture types to understand the culture of leading organizational change.
|Number of pages||17|
|Publication status||Published - 2015|
- Organizational change management
- Organizational culture
- Transformational and transactional leadership
- competing values framework