AbstractMany organisations change initiatives failed to deliver on set objectives. Sometimes such change might not be a total failure, but get misdirected or misled due to lack of adoption of a required change implementation framework that could help deliver on set objectives. While it was acknowledged that organisational leaders plays important role in achieving change implementation, organizational member's readiness for change which appeared to be a key parameter in ensuring effective change implementation is attracting less attention. More so, there is a significant gap of not inquiring into factors that can help increase people's readiness for change in order to increase the level of organisational change implementation. For most part, the impact of the type of leadership behaviour and organisational culture types had not been fully understood, also the influence of managerial skills and organisational trust as an associate component for understanding organisational change implementation had been largely ignored. This study sought for a better link of leadership, organisational culture, managerial skills and organisational trust alongside with some contextual factors such as social norms and units/departments characteristics to influence the level of readiness for change in order to impact more on organisational change implementation.
The study reviewed relevant literature of all the variables underpinning the study. The review led to the development of a conceptual framework as a guide to understand the entire study. The framework integrated and combined the direct effect of leadership, organisational culture, managerial skills and organisational trust with organisational change implementation through the mediating role of individual readiness for change and the impact of the contextual factors in a single framework. In order to validate the conceptual framework, an empirical research was conducted on a realist perspective. Primary data was collected through questionnaires from change implementation officials in Nigerian National Petroleum Corporation (NNPC).
The findings from the study revealed that the values of democratic and transformational leadership styles and the values of developmental and group culture types were contribute better to organisation change implementation with the mediating/moderating roles of individual readiness for change and the contextual factors. It concludes that managerial skills and institutional trust are critical for increasing the level of readiness for change and organisational change implementation. In line with the empirical link of the variables explored in this study, the study provides a more refined and clear understating of the factors capable of leading organisational change implementation. Consequently, this study has provided managers of the NNPC a better understating and strategy for change implementation. A major contribution to knowledge is an extension of the existing literature in linking the factors listed and the innovative contribution of the empirical evidence leading to the advancement of the understanding of the theoretical framework developed from this study which adds the value of originality.
|Date of Award
|Rami Djebarni (Supervisor) & Brychan Thomas (Supervisor)