CHANGE LEADERSHIP AND EMPLOYEE READINESS

TO CHANGE;
ROLE OF SYSTEMATIC INTERNAL COMMUNICATION
AND CHANGE ADAPTABILITY

Submitted To:
Dr Tasneem Fatima

Submitted By:
Muqaddas Abbasi 137-FMS/BBA (2Y)/S22

Maryam Azam 128-FMS/BBA (2Y)/S22

Fatima Mehbob 134-FMS/BBA (2Y)/S22

Hira Razaq 135-FMS/BBA (2Y)/S22

Khansa Tariq 125-FMA/BBA (2Y)S22

Date:
Thursday ‘23th MAY’ 2023

Abstract
Our research advances the existing literature in the discipline of management by examining
how change leadership can affect an employee’s readiness towards change, with the
mediating role of systematic internal communication and the moderating role of change

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 adaptability of the employees. The present study gives an exclusive and new perspective of
change leadership and its positive effect on employee’s readiness to change. It also studies the
unique mechanism of systematic internal communication as a mediator and the moderating
role of change adaptability. The current research findings support the idea that change
leadership is an important factor in motivating employees to accept change and to adapt
themselves to the changing environment. Using the self-reported data of 350 – 400 employees
of various organizations taken on a time lagged basis on the basis of 2 time waves with a
difference of 2 – 3 weeks. The results derived from the data support our proposed model that
change leadership brings about readiness to change in employees, provided that systematic
internal communication exists and employees exhibit change adaptability. As the research
immediately demonstrated the immediate ways of model, so this study takes a step towards
stimulating future research in employee’s readiness to adopting change in the organization
due to change leadership. Anyhow, more examination should be done later on identifying the
darker side of change leadership outcomes in any situation in the workplace. In conclusion,
this study provides the leaders a way to implement change successfully in their organizations.

Table of Contents
Topic Page Number
1. Introduction
1.1 Background of the study 04
1.2 Gap Analysis – Table 06
1.3 Gap Analysis – Description 24
1.4 Problem Statement 34
1.5 Research Questions 35
1.6 Research Objectives 35
1.7 Proposed Research Model 35
2. Literature Review
2.1 Change Leadership 37
2.2 Systematic Internal communication 39
2.3 Change Readiness 39
2.4 Change Adaptability 40
2.5 Change Leadership and Readiness to Change 41
2.6 Change Leadership and Systematic Internal communication 43
2.7 Systematic Internal communication and Readiness to Change 45
2.8 Mediating role of Systematic Internal Communication 46

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 2.9 Moderating Role of Change Adaptability 47
3. Methodology
3.1 Research Design 49
3.2 Population 49
3.3 Sample 49
3.4 Sample Demographics 50
3.5 Measure of all variable 50
4. References 53

CHAPTER 1

INTRODUCTION

1.1 Background of the study

There is a pressing need for organizations to implement organizational change in today's

world. However, implementing organizational change in organizations is a huge challenge.
For organizational change to take place, both individuals and organizations must be willing to
change. Several studies have shown that a large percentage of change initiatives fail. There
have been numerous reasons cited for such failures in change implementation. The most
common reason was discovered to be a lack of employee readiness to change. The theories
and approaches of change management do not provide a clear framework on how to manage
change successfully. Previous studies disclosed the inherent contradictions and lack of
empirical evidences about organizational change management. The main question here is
where to begin and how leaders can prepare their employees for change. These questions
have prompted researchers to seek out appropriate solutions for successful change.

According to research, the readiness of employees to change is a key factor in change's

success. However, in many previous studies, this critical factor was frequently overlooked.
Many researchers have focused on individual behaviors that contributed to the failure or
success of change implementations. Taking this into account, numerous studies have
emphasized the importance of increasing employee readiness for a specific change initiative.
During organizational change, the importance of change leadership has been emphasized.
Previous research has looked into and demonstrated how transformational leadership can
help employees support a specific organizational change. They did, however, overlook
leadership behaviors that have been discussed in the literature on change management.
Researchers suggest that the majority of studies arguing for the importance of change

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leadership in organizations are qualitative case studies. As a result, little empirical evidence
exists about how and to what extent change leadership contributes to the change process.

Change management should focus on how to bring a transition from old administrative
approach to modern adaptive processes. Ethiopian government organizations have been
implementing a variety of change initiatives. Most of these change initiatives have been part
of public management reform programs aimed at making public organizations better in terms
of service deliver through process and structural changes. These change initiatives were
aimed at improving the performance and service delivery in a more efficient and transparent
manner. These include change packages from the federal government through sponsorship
(sometimes by imposition) by international donor agencies and foreign governments. When
we see the civil service reforms programs implemented for the last two decades in the
country, it can be concluded that most of them (if not all) did not achieve their desired results
and failed. However, because the majority of them claimed to have failed, the success rate for
change is lower than expected. Ethiopian institutions can be characterized by lack leadership
commitment, slow official decision and action, staffed by old aged people, common practice
of nepotism, and unresponsiveness.

The problem of change leadership in Ethiopian organizations can be supported by the

prevalent nationwide challenge in change implementation. This challenge is due to change
fatigue. Change initiatives were short-lived, and new change initiatives introduced before the
evaluating the outcomes of the previous one. These reduced the civil service willingness to
accept new change initiatives. The main problems associated with the problem include
resistance, ignorance of context during implementation and lack of leadership capacity. This
indicates that the change management practice in Ethiopian organizations needs to be
examined. This piqued the researchers' interest in why change initiatives fail and what
factors can improve employees' readiness for change.

The above-mentioned realities necessitate identifying the most effective factors that will
assist change leaders in scientifically understanding change processes. They may be able to
solve problems of change resistance as well as improve their readiness to change by doing
so. The objective of this research is to investigate the effect of change leadership behavior on
employees’ readiness to change, how the relationship between change leadership and
employees readiness is mediated by systematic internal communication and how does change

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adaptability moderates the relationship between systematic internal communication and
change readiness of employees.

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 1.2 GAP Analysis:
S Publisher/ Journal Title of the Year of Authors IV DV Mod Mediator Research Future
No Database name Article Publicat erat Type Research
ion or Directions
1. Springer Future The Effect of 2022 Zimbelache Change Readiness to - Organization al QNT Future
Business Change w Masresha Leadershi Change Culture studies
Journal leadership on Engida,Ab p should
Employees’ ebe Ejigu include
Readiness to Alemu and many more
Change: The Meselu variables to
Mediating Alamnie get a more
Role of Mulugeta comprehen
Organizational sive result.
Culture It is
necessary to
conduct a
comparativ e
analysis of
the effects of
different
leadership
styles on
employees’
readiness for
change in
private
organizatio
n. Future
research on

6|Page
 the
Antecede
nt s of
change
readiness
and the
pote
ntial
moderatin
g effects
of
organizati
o nal
culture
and other
variables
should be
studied
and
reported.
Taking a
large
sample
size from
private
and
public
organizati
o ns
would
help to
increase

7|Page
generalizab ility. The finding is from employees’ perceptions and self-

reports, and
to get a more
comprehen
sive
understandi
ng of the
variables,
probing
deeply into
respondent s’
opinions and
feelings may
be
beneficial

8|Page
2. Emerald Staff Can Change 2019 Simin Change Confidence, Orga Organization al QNT The
Organiza Leadership Ghavifekr, Leadershi motivation, nizat citizenship population of
tional impact on staff Adebayo p trust, ional Behavior this
Citizens organizational Saheed teamwork, force study is the
hip citizenship Adewale engagement, s, academic
Behavior behavior? A higher pers staff of only
scenario from productivity onal ten
Malaysia force facilities
s, from a
soci research
ocultu university
ral in Kuala
force Lumpur,
s Malaysia.
For further

9|Page
 in-
depth and
a more
detailed
study, a
bigger
populatio
n
meaning
more
univ
ersities
could be
considere
d.
Moreover
, the
research
should
not only
remain
stagnant
at
universiti
es but it
can also
be
cond
ucted for
different
organizati
o ns from

10 | P a g e
different sectors. The research is only based in

Malaysia; its
horizons can
be broadened
by making a
more
inclusive
study
including a
variety of
different
developed,
developing
and under
developed
countries.

11 | P a g e
3. Science Journal of Impact of 2021 Ao Zhang, Resource Financial Perc Change QNT Firstly, the
Direct Global Resource Yong Alertness Performanc eive Leadership data used in
Manage Alertness and Chen, e d style this study is
ment Change Xiaobu Xu, Com all
Leadership Yang Gao, petiti crosssectional
Style on Lan Zhang ve data that can
Financial Tens only reflect
Performance: An ion the situation
Empirical study of enterprises
at that time
and cannot
reflect the
long term
changes of

12 | P a g e
 enter
prises.
We
may use
vertical
data and
explore
the
dynamic
changes
of the
relati
onship
between
the top
line
managers
’
opportuni
ty
vigilance,
organizati
o nal
change
and
strategy,
and
corporate
performa
nc
e.

13 | P a g e
Secondly, the sample mainly comes from the three Northeast provinces of China. The economic developme
nt of the Northeaster n region is underdevel oped. Enterprise data cannot reflect the overall developme
nt of the enterprises in the entire country, resulting in a generalizab ility issue.
We may collect data from the entire country and
compare the data from different regions. It

14 | P a g e
 may lead to a
more
meaningful
conclusion.
Finally, It
takes certain
amount of
time for the
strategy
implementa
tion as well
as the
internal
adjustment
of the
organizatio
n. Thus,
there may be
a delay of
the current
organizatio
nal change
strategy
effect on
performanc
e.

15 | P a g e
4. Taylor and Public Empowering 2021 Inga Narbuta Change Co-Creation Sens - QNT This research
Francis Money First Line ite Leader Norms, e is based on
and Managers as Aflaki Ship Identities and maki disability
Manage Change ng

ment Leaders towards and Magnus Relationship Dial care

Co- creation Lindh ogue Services. It
Culture, the role and can be
of narra conducted
facilitated te in other
Sense making Areas.

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5. Emerald Leadersh Perception is 2017 Jay Employe Work - Employee QNT 1.
ip and reality: Change L.Caulfield e engagement perceived Additional
organiza leadership and Anthony perceived aligned change
tion work Senger aligned leadership leadership
develop engagement change research in
ment the area of
Journal applied
information
processing
would add
insight
regarding the
relationship s
between
change,
leadership
and
followershi
p, ultimately
leading to
enhanced
change
outcomes.

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 2.Or
ganizat
ional
studies
exploring
how
leade
r and
follower
relationsh
ip s might
evolve to
reflect
contempo
ra
ry
leadershi
p theory
beyond
that of
transform
at ional
leadershi
p may
prove
valuable.
3.
Exploring
how
distri
butive
leadershi

18 | P a g e
p might universally
become
part of leader and

follower
prototypes
may improve
change
outcomes by
practicing
interchange
ability in
follower
and leader
roles as the
situation
warrants.

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6. Emerald Internati Change 2017 Abdulla Change Change - Organizatio QNT The study
onal management Ahmed Al- Leadershi Manageme nal Culture - focused on
journal through Ali, Sanjay p nt -Planned Clan organizatio
of leadership: the Kumar change - -Adhocracy nal-level
organiza mediating role of Singh, Emergent -Hierarchical variables
tional organizational Moza al Change (i.e.
analysis culture Leadership,
Nahyan,
organizatio
Amrik
nal culture
Singh and change
Sohal manageme
nt) and was
conducted
across
different
public-

20 | P a g e
 secto
r service
organizati
o ns only.
1. Fu
ture
research
on
change
managem
e
nt
should
include
individual
- and
groupleve
l
variables
along
with
organizati
o nal-
level
variables.
2. Future
research
on
change
managem
e
nt in

21 | P a g e
the
UAE context needs to include other variables at the organizatio nal group

and
individual
levels.
3. Future
research
may make
a significant
contributio
n to
knowledge
if designed
as a
comparativ e
study, across
private- and
publicsector
service
organizatio
ns.

22 | P a g e
7. Emerald Journal of The effect of 2021 Onyeneka, First - QNT 1.Multicult
organiza change Gechinti Model Behavioral 1.Cognitive ural studies
tional leadership on Bede; Abe, Change or attitudinal appraisal, 2. Further
change employee Tomokazu leadershi p reactions 2.Emotional studies may
manage attitudinal response consider
ment support for longitudina l
planned study design
organizational Second Behavioral and
change Emotional

Model or attitudinal Response investigate

Change reactions employee
Leadershi support for
p change.
3. Further
studies
might
consider
other
leadership
styles.

23 | P a g e
8. Emerald Journal of Studying the 2019 AnnLouise First - - QNT 1.
change importance of Holton, Model Change Combining
leadershi change Gregory Change experience. the research
p and leadership and Robert Leadershi change strands of
change change Hancock, p, consequenc public
manage management in Ann Second es administrat
ment layoffs, Bollingtoft Model ion studies
mergers, and Change and
closures managem organizatio
ent nal theory
could be a
fruitful
future path
to determine
how change
leadership
and change
manageme

24 | P a g e
 nt relate to
individual
and
organizatio
nal level
outcomes.
2.Potential
for
increasing
successful
implementa
tion of
change

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9. Taylor and Internati Principal change 2017 Tai mei Principal Teacher - QNT The cross
Francis onal leadership kin,omar change attitude teac sectional
journal of competencies Abdul leadershi toward her design of the
leadershi and teacher Kareem, p change chan empirical
p in attitudes toward Mohamma competen ge study
educatio n d sahari cies provided a
change: the belie
noordin snapshot of
mediating effect fs
and khuan the variables
of teacher under
change beliefs wai bing
investigatio
n and did not
allow
for
examinatio
n of the
longitudina
l impact of

26 | P a g e
 pclc on tab
and tact
while is
indeed
complex thus
the future
investigatio n
for a longer
time span
combining
surveys
interviews
and
observation s
should be
considered.

27 | P a g e
10. Springer cross mark Implicit change 2018 Joyce m Implicit Affective Perc - QNT This research
leadership guerrero, change commitment eive is conducted
schemas, mendiola leadershi p to change d in the area of
perceived tend teachers effec Philippines
effective change calleja,ma.r tive there is a
management and egina chan possibility of
teachers m.hechano ge bias in future
commitment to va man me have to
change in age work on it.
secondary school ment The effect of
in the Philippines teacher

characterist
ics such as
sex and age
on
commitme
nt to
change may
be explored
in future
studies

28 | P a g e
11. Emerald Journal of The influence of 2017 Aslaug Change Job - Learning QNT Future
Insight leadershi change oriented Mikkelsen, oriented performance demands, job studies
p in leadership on Espen leadershi p and job involvement should
health work Olsen satisfaction explore this
science performance further
and job
using
satisfaction in
longitudina l
hospitals, the
mediating roles design.
of learning
demands and
job involvement

12. Emerald Journal of Change oriented 2019 Francisco Change Performanc e Tea m Team Climate QNT Explore
manager leadership, Gil, Ramon oriented and Pote conditions
ial satisfaction and Rico leadershi p satisfaction ncy under which
psycholo performance in Carlos M. change
gy work groups Alcover oriented
Angel leadership
Barrasa

29 | P a g e
 represent
strategic
issue,
moderating
role of
leadership
between
these
variables
and climate,
relationship
between
other
variables
need further
examinatio
n, as task and
objectives
interdepend
ence,
empowerm
ent and team
anatomy etc.

30 | P a g e
1.3 GAP Analysis – Descriptive

Research article 1

● What has been done?

According to Zimbelachew Masresha Engida, Abebe Ejigu Alemu and Meselu Alamnie
Mulugeta, article named (The Effect of Change leadership on Employees’ Readiness to
Change: The Mediating Role of Organizational Culture) published in 2022 studied
mediator (Organizational change) between IV (Change leadership) and DV (Readiness to
change).
● What has not been done?
Future studies should include many more variables to get a more comprehensive result. It is
necessary to conduct a comparative analysis of the effects of different leadership styles on
employees’ readiness for change in private organization. Future research on the Antecedents
of change readiness and the potential moderating effects of organizational culture and other
variables should be studied and reported. Taking a large sample size from private and public
organizations would help to increase generalizability. The finding is from employees’
perceptions and self-reports, and to get a more comprehensive understanding of the
variables, probing deeply into respondents’ opinions and feelings may be beneficial.
The effects of a moderator can be studied like change adaptability or organizational factors.
● What is viable to be done?
Van Dam K. (2013) defines Individual change Adaptability as the "employees' underlying
potential as derived from cognitive, affective and behavioral resources that can be applied to
effectively adjust and/or anticipate to task-related, environmental and vocational demands.
Change adaptability can be measured with the help of a 3-items scale established by Griffin,
Neal, and Parker (2007).

Research article 2
● What has been done?
According to Simin Ghavifekr, Adebayo Saheed Adewale, article named (Can Change
Leadership impact on staff organizational citizenship behavior? A scenario from Malaysia)
published in 2019studied moderator (Organizational forces, personal forces, socio-cultural
forces) and mediator (Organizational citizenship Behavior) between IV (Change Leadership)
and DV (Confidence, motivation, trust, teamwork, engagement, and higher productivity).

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 ● What has not been done?
The population of this study is the academic staff of only ten facilities from a research
university in Kuala Lumpur, Malaysia. For further in-depth and a more detailed study, a
bigger population meaning more universities could be considered. Moreover, the research
should not only remain stagnant at universities but it can also be conducted for different
organizations from different sectors. The research is only based in Malaysia; its horizons can
be broadened by making a more inclusive study including a variety of different developed,
developing and under developed countries.
The effects of new mediators can be studied like job involvement.
● What is viable to be done?
SB Tastan (2013) defines job involvement indicated to the degree that individuals
psychologically matched with their current job. They think that their individual aims match
with the regulatory aims, tend to work even at their spare time and think in better
performance ways.
SB Tastan and MV Turker (2014) add that it is a kind of personal identity determination
which reinforces the knowledge tenet. It is affected by job environment, experience and
commitment.
Job involvement/participation can be measured using the autonomy scale of the organization
Assessment Survey (Dye, 1996). The autonomy/participation variable is based on an index
of the following four statements:
1. In my department, we work together to influence the standards that constitute good
work
2. In my department, we often have the opportunity to influence goals or actions
3. All employees in my department are involved in important decisions that affect them
4. Employees have good opportunities to influence how work is carried out

Research article 3
● What has been done?
According to Ao Zhang, Yong Chen, Xiaobu Xu, Yang Gao, Lan Zhang ,article named
(Impact of Resource Alertness and Change Leadership Style on Financial Performance: An
Empirical study) published in 2021 studied effect of moderator (Perceived Competitive
Tension) and mediator (Change Leadership) between IV (Resource alertness) and DV
(Financial Performance).

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 ● What has not been done?
Firstly, the data used in this study is all cross-sectional data that can only reflect the situation
of enterprises at that time and cannot reflect the long term changes of enterprises. We may
use vertical data and explore the dynamic changes of the relationship between the top line
managers’ opportunity vigilance, organizational change and strategy, and corporate
performance.
Secondly, the sample mainly comes from the three Northeast provinces of China. The
economic development of the Northeastern region is underdeveloped. Enterprise data
cannot reflect the overall development of the enterprises in the entire country, resulting in a
generalizability issue. We may collect data from the entire country and compare the data
from different regions. It may lead to a more meaningful conclusion.
Finally, it takes certain amount of time for the strategy implementation as well as the internal
adjustment of the organization. Thus, there may be a delay of the current organizational
change strategy effect on performance.
The effects of moderators like job satisfaction can be studied.
● What is viable to be done?

Locke E. A. (1976) defines job satisfaction, most commonly defined as the “pleasurable or
positive emotional state resulting from the appraisal of one's job or job experiences”.
Fernández-Muñoz, J. J., Topa, G. (2018) add that job satisfaction scales can be divided into
three main categories; global scales, measuring the overall level of employee satisfaction,
facet scales, measuring satisfaction with different factors of the work environment,
composite scales, which are rarely used as an assessment tool, and measure the overall
level of job satisfaction as an average value of the scores, obtained when measuring the
individual factors.

Global scales measure the level of affective satisfaction and use one or more questions,
assessing employees' emotional attitudes toward their jobs. On the other hand, facet and
composite scales mostly use cognitive and behavioral questions, which make a rational
comparison of the working conditions against a desired, expected or promised standard
and measure different work factors that are related to job satisfaction, such as pay, work
nature, social relationships, job security, etc. Generally speaking, facet scales are more
appropriate to study the structure and composition of employee satisfaction, while global
scales are a better indicator of its overall level.

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Job satisfaction can be measured using the three-item overall satisfaction subscale from the
Michigan Organizational Assessment Questionnaire given by Cammann, Fichman, Jenkins,
&Klesh (1979).

Research Article 4

● What has been done?

According to Inga Narbutaite Aflaki and Magnus Lindh, article named (Empowering First
Line Managers as Change Leaders towards Co-creation Culture, therole of facilitated Sense
making) published in 2021 studied moderator (Sense making Dialogue and narrate) between
IV (change Leadership) and DV (Co-Creation Norms, Identities and Relationship).
● What has not been done?
This research is based on disability care Services. It can be conducted in other Areas.
The effects of mediators like employee support and moderators like role clarity can be
studied.
● What is viable to be done?
Umamaheswara Rao Jada, Susmita Mukhopadhyay, Rohit Titiyal (2019) defines role clarity
as the extent to which employees believe they have clear guidance for the expected behavior
relevant to their job. Intuitively, role clarity gives employees clear expectations for their
performance.
Employee support for change is operationalized as three dependent variables, which are
cognitive appraisal, emotional response and behavioral intentions. These can be measured
using an adaptation of Piderit (1999)’s reaction to change scale.

Role clarity can be measured by using Rizzo, House and Lirtzman’s (1970) Role Ambiguity
Scale. These eleven items assess the extent of clarity or predictability perceived in their
work-related behavior.

Research article 5
● What has been done?

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According to Jay L.Caulfield Anthony Senger, article named (Change leadership and work
engagement) published in 2017 studied Employee perceived aligned leadership as mediator
between IV (Employee perceived aligned change) and DV (work engagement).
● What has not been done?
Additional change leadership research in the area of applied information processing would
add insight regarding the relationships between change, leadership and followership,
ultimately leading to enhanced change outcomes. Organizational studies exploring how
leader and follower relationships might evolve to reflect contemporary leadership theory
beyond that of transformational leadership may prove valuable. Exploring how distributive
leadership might universally become part of leader and follower prototypes may improve
change outcomes by practicing interchangeability in follower and leader roles as the
situation warrants.
Organizational change management can be studied as moderator.
● What is viable to be done?
John T. Bendor Samuel (2004) define organizational change management as a process of
reconfiguring components and of making alterations to structures and culture, people and/or
technology within an organization to increase efficiency and effectiveness.
Change management can be measure using the questionnaire developed by Farrell (2000). It
has 11 items in total: 6 items are for planned change and the other 5 are for emergent
change. Items can be rated by the respondents on the five-point Likert scale.

Research article 6
● What has been done?
According to Abdulla Ahmed Al-Ali, Sanjay Kumar Singh, Moza al Nahyan, Amrik Singh
Sohal, article named (Management through Leadership: the mediating role of
organizational culture) published in 2017 studied mediator Organizational culture (which
include clan, adhocracy and Hierarchical) between IV( Change Leadership) and DV
(Change Management includes planned change and emergent change).

● What has not been done?

In this article author mentioned that future research on change management and change
leadership should include individual and group variable.
The effect of sense making dialogues and narration and organizational communication can
be studied as moderator.

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 ● What is viable to be done?
Future research direction which the article shows is that in future research individual and
group level variables may be studied. We can study the effect of moderator (organizational
communication) after the mediator (organizational culture) which make the relation
between IV and DV stronger.
Juan Herrera and Carlos de Las Heras-Rosas (2021) defines communication as mechanism
for exchanging information as well as the environment in which it occurs inside an
organization. Moreover, employee safety requires not only a focus on worker safety
culture, but also initiatives to improve organizational characteristics and culture through
organizational change.

Inter organizational communication can be measured with four items adapted from the
published work of Olsson (2014) and Paulraj et al. (2008). The items included (1) share
critical, sensitive information related to operational and strategic issues; (2) exchange such
information frequently, informally and/or in a timely manner; (3) maintain frequent
exchange of information and (4) closely monitor and stay abreast of events or changes that
may affect both parties.

Research article 7
● What has been done?
According to Onyeneka, Gechinti Bede; Abe, Tomokazu, article named (the Effect of change
leadership on employee attitudinal support for planned organizational change) published in
2021 studied two mediators (Cognitive appraisal and emotional response) between IV
(Change leadership) and DV (Behavioral or attitudinal reactions of employees).
• What has not been done?
In this article author mentioned that future research may consider longitudinal study design.
The effect of organizational communication can be studied as mediator.
• What is viable to be done?
We can study the role of mediator (organizational communication) between IV and DV
which may help in employee attitudinal support for planned organizational change.
Juan Herrera and Carlos de Las Heras-Rosas (2021) defines communication as mechanism
for exchanging information as well as the environment in which it occurs inside an
organization. Moreover, employee safety requires not only a focus on worker safety culture,

36 | P a g e
but also initiatives to improve organizational characteristics and culture through
organizational change.

Inter organizational communication Inter organizational communication can be measured

with four items adapted from the published work of Olsson (2014) and Paulraj et al. (2008).
The items included
1. Share critical, sensitive information related to operational and strategic issues
2. exchange such information frequently, informally and/or in a timely manner
3. maintain frequent exchange of information
4. closely monitor and stay abreast of events or changes that may affect both parties

Research article 8
● What has been done?
According to Ann-Louise Holton, Gregory Robert Hancock, Ann Bollingtoft, article
named (Studying the importance of change leadership and change management in layoffs,
mergers, and closures) published in published in 2019studied two mediators change
experiences and change consequences between IV ( change leadership) and DV(change
management).
● What has not been done?
In this article authors mentioned that future research direction may also include combining
the research strands of public administration studies and organizational theory could be a
fruitful future path to determine how change leadership and change management relate to
individual and organizational level outcomes.
The effect change beliefs can be studied as moderator.
● What is viable to be done?
Future research direction guided by this research paper is in future it is viable to study
individual and organizational level outcomes. We may study in future the role of change
beliefs which is individual level variable as a moderator which shows its effect between IV
and mediator and make the relationship stronger.
Belief is a highly influential, personal construct that determines an individual’s actions
(Bandura, 1986; Pajares, 1992). Concept of beliefs in general acknowledges that beliefs are
highly idiosyncratic constructs that are challenging to systematically and systemically
understand (Abelson, 1979; Ajzen, 1988; Fishbein & Ajzen, 1975; Lewis, 1990; Nisbitt &

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Ross, 1980; Rokeach, 1960, 1968, 1979). We use Pajares’s (1992) definition of a belief as
‘‘an individual’s judgment of the truth or falsity of a proposition, a judgment that can only
be inferred from a collective understanding of what human beings say, intend, and do’’.

Interviews, particularly those using open-ended questions, have been demonstrated to be an

effective and crucial method to elicit science teacher beliefs (Harwood, Hansen, & Lotter,
2006; Luft & Roehrig, 2007). Further, interviewing is one of the few data collection
methods that allow researchers to explore how individuals organize and make meaning of
their beliefs (Kagan, 1992; Merriam, 2002; Patton, 2002). However, interview data have
their limitations due to the possibility of distorted responses stemming from personal biases,
recall error, reactivity of the interviewee to the interviewer, and self-serving purposes
(Patton, 2002). Open-ended questions and minimal prompting from the interviewer both
verbally and through body language were used in an attempt to reduce the latter two
limitations. With both the strengths and limitations of interviewing in mind, within this
qualitative study we assume that the thoughts/beliefs of the participating teachers are
“meaningful, knowledgeable and able to be made explicit” (Patton 2002) and will therefore
and very likely yield new and worthwhile knowledge (Kvale 1994).

Research Article 9
● What has been done?
According to Tai meikin, Omarabdull Kareem, Mohamadsaharinordin and Khuan Waibing
(2017) of article (principal change leadership competencies and teacher attitude toward
change; the mediating effect of teacher change beliefs) published the article on 01 Feb 2017,
studies the mediator (teacher change beliefs) between IV (principal change leadership
competencies) and Dv (teacher attitude toward change).
● What has not been done?
Future research direction shows Firstly, the cross-sectional design of the empirical study did
not allow for examination of the longitudinal impact of PCLC on TCB and TATC, which is
indeed complex. Secondly, the findings of the study may serve as a springboard for future
research; for example, pclcs could be used in conjunction with other scales to assess other
change related variables simultaneously.
● What is viable to be done?
Role clarity is defined as the degree to which individuals feel they have clear guidance about
expected roles and behaviors associated with their job (Kahn et al 1964).

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Role clarity can be assessed with the five-item role clarity scale from the Questionnaire on
the Experience and Evaluation of Work (VBBA; Van Veldhoven and Broersen 1999; Van
Veldhoven and Meijman 1994).

Research article 10
● What has been done?
According to Joycem, Guerrero,mendiolatend and ma.regina M. Hechanova(implicit Change
leadership schemas perceived effective change management and teacher commitment to
change in secondary school in the Philippines) publish this paper on 26 may 2018 studied
mediator(perceived effective change management) between IV(implicit Change leadership
teachers) DV(affective commitment to change).
● What has not been done?
Future research studies shows different stages of change require different strategies of
management. A teacher may expect different behaviors from their leader while planning,
during implementation and when evaluating change. Although this study confirmed
perceived effective change management as a valuable factor in espousing teachers’
commitment to change.Other management processes to consider include strategy,
preparation & readiness, culture, management support, team work, technology & process,
and organization structure & workflow.) ● What is viable to be done?
Juan Herrera and Carlos de Las Heras-Rosas (2021) defines communication as mechanism
for exchanging information as well as the environment in which it occurs inside an
organization. Moreover, employee safety requires not only a focus on worker safety culture,
but also initiatives to improve organizational characteristics and culture through
organizational change.
Inter organizational communication Inter organizational communication can be measured
with four items adapted from the published work of Olsson (2014) and Paulraj et al. (2008).
The items included (1) share critical, sensitive information related to operational and
strategic issues; (2) exchange such information frequently, informally and/or in a timely
manner; (3) maintain frequent exchange of information and (4) closely monitor and stay
abreast of events or changes that may affect both parties.

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33

Research article 11
● What has been done?
According to Aslaug Mikkelsen (Authors Espen Olsen) publish in 2017. The influence of
change oriented leadership on work performance and job satisfaction in hospitals (the
mediating roles of learning demands and job involvement) Learning demands ,job
involvement as mediator between IV (change oriented leadership ) and DV ( job
performance and satisfaction )
● What has not been done?
Future studies should explore these using longitudinal designs .The finding of this study
indicates interventions and management training should be developed and tested in different
setting.
The effects of job involvement/participation can be studied as a mediator.
● What is viable to be done?
Tastan (2013) defines job involvement indicated to the degree that individuals
psychologically matched with their current job .They say that their individual’s aims match
with the regulatory aims, tend to work even at their spare time and think in better
performance ways.
Tastan and Turker (2014) add that’s it is a kind of personal identity determination which
reinforce the knowledge tenet. It affected by job environment, experience and
commitment.
Job involvement /participation can be measured using the autonomy scale of the
organization assessment survey (Dye, 1996) .The autonomy /participation variable is based
on an index of the following:
1 .In my department, we work together to influence the standards that constitute good work.
2. In my department we often have the opportunity to influence goals or actions.
3. All employees in my department are involved in important decision that affects them.

4. Employees have good opportunities to influence how’s work is carried out.

Research paper 12
● What has been done?

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According to Francisco Gil and other authors of article (change oriented leadership,
satisfaction and performance in work groups) published in 2019 studied mediator Team
climate IV (change oriented leadership) and DV (performance and satisfaction) and a 34

mediator Team potency.

● What has not been done?
The study focuses on the relationship between perceived team autonomy and company
performance through highlighting organizational commitment in this relationship. In this
article authors mentioned future research should explore conditions under which change
oriented leadership represent strategic issue ,moderating role of leadership between these
variables and climate , relationship between other variables need further examination, as
task and objectives interdependence, empowerment and team potency.
The effects of team autonomy can be studied as a moderator.
● What is viable to be done?
Delarue et al. 2008 define job autonomy as the interest in teamwork lies in the belief that
there exists a positive relationship between teamwork and organizational performance,
which has not been noticed in several different labels such as modern socio-technical theory,
human resource management, business process, reengineering and lean production.

Team autonomy can be measurement by Lento (1966) and a shortened version of little
(1988).The level of autonomy has four items (making, work and work load sharing, and the
opportunities to develop its own work) .A four point likert-type scale ranging from (4agree
strongly to 1 disagree strongly was applied).

1.4 Problem Statement

Organizations are facing the dilemma of implementing organizational change, which is a

huge challenge in today's world. In order, to implement change in organizations the
willingness of both employee and the organization are required. According to several studies,
most of the efforts of change initiatives fail because of a lack of employee readiness to
change, and several other reasons are involved. Theories of change management do not
provide a clear framework on how to manage change. During organizational change, an
important role can also be played by change leadership. Change leadership may be able to
cope with the problem of employee readiness to change. And how an intervening variable

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(systematic organizational communication) can play an intervening role as a mediator in the

change management process to increase or enhance employees' level of readiness. The
purpose of this paper is trying to find out how change leadership can affect the employee's 35

readiness to change with the involvement of change adaptability (moderator) and systematic
organizational communication (mediator).

1.5 Research Questions

1. How does change leadership related to readiness to change?

2. How does change leadership affect systematic internal communication?

3. How does systematic internal communication affect readiness to change?

4. How does systematic internal communication affect the relationship between change
leadership and readiness to change?

5. How does change adaptability affect the relationship between systematic internal
communication and readiness to change?

1.6 Research Objectives

1. To understand the relationship between change leadership and readiness to change

2. To understand the relationship between change leadership and systematic internal

communication

3. To understand the relationship between systematic internal communication and

readiness to change

4. To understand how does systematic internal communication affects the relationship

between change leadership and readiness to change

5. To understand how does change adaptability affects the relationship between

systematic internal communication and readiness to change

1.7 Proposed Research Model

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Change Adaptability

Change Leadership Systematic Internal Readiness to Change

Communication

36

• Change Leadership is the independent variable

• Systematic Internal Communication is the mediator
• Readiness to Change is the dependent variable
• Change Adaptability is the moderator

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CHAPTER 2 LITERATURE REVIEW AND HYPOTHESIS FORMULATION

2.1 Change Leadership:

Ekvall G. & Arvonen J. (1991) defined change-oriented leadership as a new dimension of

leadership behavior which has been supported empirically, encompasses a wide behavior
pattern which can be grouped into four categories:
• Promoting change and growth (this category mainly is about pushing the growth and
initiating new projects)
• Having a creative attitude (this category covers a range of behaviors with respect to
offering and experiencing new ideas and methods of performing tasks, paying
attention to the potential opportunities, inspiring thinking along differently as well as
discussing and sharing new opinions and ideas).
• Taking risks (this category is about the capabilities of leaders in making quick
decisions and risk taking in decision making processes).
• Having visionary qualities (in this category, a leader is supported by his skills in
envisioning and giving thoughts and plans).

Gary Yukl (1999) through factor analysis found out the following characteristics for
changeoriented leaders which were consistent with the finding of Ekvall et al (1991):
• Suggesting creative and new ideas
• Having confidence and being optimistic when suggesting new significant turnarounds
• Taking a long-term perspective on challenges as well as opportunities
• Envisioning exciting and appealing new possibilities for the organization
• Developing relationships with people outside the work unit
• Analyzing the activities, services and products of the competitors

However, after categorizing leadership behaviors in a hierarchical taxonomy, Yukl G., Gordon
A., and Taber B. (2002) concluded that change-oriented behavior factor comprises four
elements as follows:
• Monitoring and identification external threats and opportunities
• Proposing new strategies and building new visions
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• Encouragement of innovative thinking by followers

• Risk taking in order to promote and advance significant changes

David MH, Fedor DB and Liu Yi (2008) described that change leaders should also show
behaviors such as high-quality change information and employee participation,
communication about the change and providing individual employee the opportunity to
contribute in the change process. Leaders by exhibiting change leadership behaviors such as
high quality change information and employee participation, communication about change
and providing individual employees the opportunity to contribute in the change process.

Adil MS (2014) added that change leadership behaviors include ensuring the need for change,
providing vision and plan, building support and commitment, and monitoring the
implementation. It includes ensuring the need for change, providing vision and plan, building
support and commitment to the change, and monitoring its implementation.

Voet JV (2016) said that change leadership refers to a specialized branch of leadership that
deals with change initiatives from initiation to implementation. It involves enhancing
favorable attitude among change recipients concerning change. It involves crating favorable
attitudes among change recipients regarding the change.

Abassi B (2017) defined change leadership as the behavior of direct supervisors, which aimed
at framing and shaping organizational change, and creating capacity among change recipients
to implement change. Specific attributes of a leader and the way how he or she promotes the
change is one critical factor to increase individual employee’s readiness to change. The
attribute and change-promoting behavior embraces the concept of change leadership. Change
leadership can be conceptualized as the behavior of direct supervisors, and it is aimed at
framing and shaping organizational change along with boosting the capacity of employees to
implement the change initiative.

Ling B., Guo Y. and Chen D. (2018) argued that change leadership mainly works on altering
the employees’ perception to change.

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Gechinti Bede Onyenze and Tomokazu Abe (2021) provided support to Ling et al.’s notion
that employees’ attitudinal support is a necessary element to get success in the planned
change process.

2.2 Symmetrical Organizational Communication:

James, L. Price and Charles W. Mueller (1972) describe organizational communication as the
method through which the organization communicates details about the environment and the
employee’s task to its workers.

Vijai N. Giri and Pavan Kumar Balivada (2010) narrate that the goal of organizational
communication is to convey information to employees in a timely, essential, and relevant
manner so that everyone is informed about their job and the environment.

Marina Romeo, Montserrat Yepes-Baldo and Claudia Lins (2020) narrate that organizational
communication personnel and patterns, decision-making structure, structural properties,
formalization of work process processes and compliance, formal reporting methods, and the
degree of cooperation within the business are also factors to consider. These have been shown
to influence safety behavior and work-related safety outcomes.

Juan Herrera and Carlos de Las Heras-Rosas (2021) defines communication as mechanism for
exchanging information as well as the environment in which it occurs inside an organization.
Moreover, employee safety requires not only a focus on worker safety culture, but also
initiatives to improve organizational characteristics and culture through organizational
change.

2.3 Change Readiness

Bernard Burnes (2004) defined change readiness as the renewal of the structure, directions
and capabilities of an organization on a continual basis with the motive of meeting the
demands of internal and external customers.

In a similar vein, Chirag Metre (2009) described change readiness as the first of the three
cognitive conditions people undergo as they prepare to accept a change. He further
maintained that there are three dimensions to change namely readiness, acceptance and
integration. Readiness implies having positive openness and reception towards the change. 40

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Acceptance implies having a strong belief in the change and a passion to work with the
change. Interrogation involves a new thinking and acting pattern which is embedded in the
thoughts and behaviors of organization members.

Russell (2010) viewed change readiness as the cognitive and emotional state that occurs when
members of an organization develop positive attitudes, beliefs, and intentions towards
change. When the members of an organization such as managers, stakeholders and employees
reach the cognitive and emotional state, their willingness to adopt the change increases,
implying a reduction in their resistance to change.

Ruto Korir (2012) described that change readiness is new change management, which
connotes the efficient management of a business change in which mangers, employees and
other stakeholders work in unity to successfully enforce the change.

Olajide Williams and Samiah Huq (2017) elaborate that change is a constant feature of
organizational life at both strategic and operational levels As a result of its importance;
change readiness is becoming important and needs suitable management strategy and skill.
Organizations must get ready for change and must develop the capacity to manage the change
so as to remain active in this increasingly volatile business environment.

2.4 Change Adaptability:

Judge A. Judge, Chad A. Higgins, Carl J. Thorensen and Murray R. Barrick (1999) describe
adaptability from a managerial perspective.

Wanberg and Banas (2000) came up with predictors of openness to change.

Ployhart and Bliese (2006) quote that individual adaptability represents an individual's ability,
skill, disposition, willingness, and/or motivation, to change or fit the different task, social, and
environmental features.

Van Dam K. (2013) defines Individual Adaptability as the employees' underlying potential as
derived from cognitive, affective and behavioral resources that can be applied to effectively
adjust and/or anticipate to task-related, environmental and vocational demands.

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41

This definition implies that people can deliberately make use of their resources and can
develop them. This paper aims not to give a comprehensive comparison of all the different
concepts on human adaptability but to bridge the gap between science and practice based on
one concept.
A thorough review of the various concepts had shown that Van Dam's framework is most
suitable for this purpose. Hence, a basic definition of change adaptability can be summarized
in the individual capacity to change, building on cognitive, affective and behavioral resources
to increase the personal competency and motivation to adjust to change. According to Van
Dam, cognitive adaptability is based on situation awareness, mental abilities (cognitive
flexibility and focused attention), and an adaptive orientation, which consists of different
characteristics that help to face change positively. These traits include Optimism, Hope, Self-
Efficacy, Control, Challenge, Open-mindedness, Learning Orientation and curiosity. Affective
adaptability benefits from the resources resilience, positive emotions and emotion regulation.
The more employees can use these resources, the easier it is for them to deal with change.

2.5 Change Leadership and Change Readiness

Adil MS (2014), Oreg S, Berson Y (2011) indicated that boosting employees’ readiness for
change depends on specific attributes of the leader and how the leader promotes the change
leader. David MH, Fedor DB, Liu Yi (2008) state there are different styles of leadership, and
most studies mention transformational and change leadership’s effect on employees’
readiness for change, but there is some level of difficulty of differentiating between them.
Some writers and researchers tend to use them interchangeably, asserting that they share
common elements.
Mangudjaya W (2015) devised a criterion to differentiate between the two which is
time orientation. Transformational leadership argued to emphasize on long-term
effects on followers, while change leadership focuses on short-term and specific
change project.
Mangudjaya (2015) and Voet JV (2016) say that most change leadership dimensions such as
communicating the plan for change, building a guiding coalition, developing a sense of
urgency or a compelling rational for the change and providing support can be linked to one
or more dimensions of transformational leadership. David MH et al. (2008) on the other
hand say that transformational leadership is related to strategic leadership, while change 42

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leadership is more attached to tactical leadership behavior.

Abassi B (2017) defined change leadership as the behavior of direct supervisors, which
aimed at framing and shaping organizational change, and creating capacity among change
recipients to implement change. Specific attributes of a leader and the way how he or she
promotes the change is one critical factor to increase individual employee’s readiness to
change. The attribute and change-promoting behavior embraces the concept of change
leadership. Change leadership can be conceptualized as the behavior of direct supervisors,
and it is aimed at framing and shaping organizational change along with boosting the
capacity of employees to implement the change initiative.

Voet JV (2016) added that change leadership involves enhancing favorable attitude among
change recipients concerning change. Adil MS (2014) said that change leadership behaviors
include ensuring the need for change, providing vision and plan, building support and
commitment, and monitoring the implementation. David MH et al. (2008) added that leaders
by exhibiting change leadership behaviors such as high quality change information and
employee participation communication about change and providing individual employees
the opportunity to contribute in the change process.

Voet JV (2016) said that change leadership involves creating favorable attitudes among
change recipients regarding the change. Adil MS (2014) said that change leadership
includes ensuring the need for change, providing vision and plan, building support and
commitment to the change, and monitoring its implementation. David MH et al. (2008) add
that change leaders should also show behaviors such as high quality change information
and employee participation, communication about the change and providing individual
employee the opportunity to contribute in the change process.

Burnes B (2011) quote that many failure stories of change implementation reported along
with various factors as a reason. Holt DT, Vandam JM (2013) says that among these,
individual employees’ lack of readiness to change is one of the commonly mentioned
reasons for change ineffective implementations. Change leaders can influence their
employees’ readiness to a given change, and they can use numerous factors. Holt DJ et.al.
(2013), Rafferty AE, Jimmieson NL, Armenakis AA (2013), Voet JV (2016) listed
participation in decision making, Drzensky F, Egold N, Van Dick R (2012) And Rafferty AE
et al. (2013) Listed communication and information, Drzensky F et al. (2012) and Holt
DT et al. (2013) listed organizational support, Armenakis AA, Brown S. Mehta A (2011), 43

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Drzensky F et al. (2012), Latta GF (2009) and rafferty AE et al. (2013) listed organizational
culture as the factors that change leaders could use to enhance their employees’ readiness to
change.

Santhidran S, Chandran VGR, Borromeo J (2013) indicated the positive and signifcant
effect of leadership in employees’ readiness to change. Change leader’s attribute found to be
crucial in the process of creating employees’ readiness to change. Bakari et al. (2017)
suggest that successful implementation of change requires its leader to boost employees’
readiness and provide behavioral support for change. Rafferty AE et al. (2013) and Voet JV
(2016) indicated that employees’ participation in the change management process is found
to create a feeling of empowerment, control and motivation. Diab et al. (2018) reported a
positive correlation between employees’ readiness to change and leader’s behavior. In
addition to this, Osman TC, Atik S (2019) reported its positive correlation to psychological
empowerment by the change leader. Chou P (2014) And Holt DT et al. (2013) reported that
support by the change leader is found to significantly predict employees’ readiness to
change. Thus, the following is hypothesized:

H1: Change leadership is positively related to individual employee’s readiness to

change.

2.6 Change Leadership and Symmetrical Internal Communication

James E. Grunig (1992) defined symmetrical internal communication as grounded on
“trust, credibility, openness, relationships, reciprocity, network symmetry, horizontal
communication, feedback, adequacy of information, employee centered style, tolerance for
disagreement, and negotiation”.

James E. Grunig and Larissa A. Grunig (2002) gave the original two-way symmetrical
communication model which has long been considered a normative model of public
relations, but at the same time, it has been a controversial and widely debated component
of Excellence theory. This model was constructed to address conceptual and
methodological challenges and to encompass various types of public relations practices. Yi-
Hui Huang (2001), Yunna Rhee (2002) and Bey-Ling Sha (2004, 2007) refined and
modified this original model in subsequent studies.

Notably, scholars have distinguished between the concepts of two-way communication and
symmetrical communication. YH Huang (2001) said that two-way communication requires

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feedback and dialogue in the communication process. YH Huang (2004) added that unlike
44

one- way communication that disseminates information as monologues, two-way

communication highlights the exchange of information between the two parties, and in the
process, empowers publics. For its part, symmetrical communication, which is related to the
dimension of ethical communication is concerned with balancing organizations’ and publics’
interests by the organization being willing to initiate changes. Michael L. Kent and Anne
Lane (2021) said that while the distinct conceptual differences between two-way and
symmetrical communication have been theorized, the two dimensions have not been
explicitly distinguished in the internal communication setting in their theoretical
conceptualization and operationalization. Men and Bowen (2016) have considered
symmetrical internal communication as an excellent component of internal communication.
J N Kim and Yunna Rhee (2011) established that symmetrical internal communication
provides employees with opportunities to participate in decision- making processes for the
purpose of mutual benefits and understanding. Kang and Lee (2017), Lee (2018), McCrown
(2007) and Men (2014) suggested that symmetrical internal communication has great
influences on employees’ attitudes and behaviors toward their organizations can help
organizations manage conflicts, and build and maintain high-quality relationships with their
employees.

Jiang & Men (2017), Lee & Kim (2021), Men & Stacks (2014) have demonstrated that
leadership communication plays a crucial role in internal communication because
employees’ perceptions of organizations’ communication climate are largely determined by
behaviors of their direct supervisors. Trong Tuan Luu, Chris Rowley, Thanh Thao Vo (2019)
established that change- oriented leaders behave fairly to employees of diverse backgrounds
and encourage them to be open to the differences among their colleagues. Such behavior is
often accompanied by open communication, reciprocity, disclosure, and two-way
communication, which ultimately is symmetrical in nature. As change-oriented leaders set
an example of caring about employees’ work-life, they emphasize the symmetrical notion of
relationship building, mutuality, and win- win outcomes. Nembhard & Edmondson (2006)
added that leaders whose behaviors are change oriented attempt to include employees in
discussions and decisions, in which their voices and perspectives may otherwise be absent.
Thus, the following is hypothesized:

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H2: Change leadership is positively related to symmetrical organizational

communication.
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2.7 Symmetrical Internal Communication and Readiness to Change

Smeltzer (1991), Armenakis and Harris (2002) considered communication to be important
during organizational changes strategies implemented by management often fail to fulfill
their purpose. J Allen, NL Jimmieson, P Bordia (2007) and D Tourish, N Paulsen, E Hobman
and P Bordia (2004) established that this may at least partly be due to the fact that
communication strategies are designed based on common-sense assumptions, which are not
always in concordance with empirical evidence. For example, the scholarly literature has
focused more on the quality of information than did the discussion in the popular press.
Allen et al revealed employees who indicated having received quality change
communication (characterized by perceived timeliness, accuracy, and usefulness)
demonstrated a more positive attitude towards the change. Specifically, quality change
communication was positively associated with employees’ openness to change to the extent
that the communication addressed employees’ uncertainty regarding strategic and jobrelated
issues. Furthermore, employees rated the quality of information they received from their
supervisors as higher than the information disseminated by senior management. They
explained that this was true since communication with supervisors was usually two-way and
thus allowed them to ask questions and make suggestions. Concordantly, several managers
described their role as a filter of information making sure that their employees received
information regarding imminent changes in such a way that it was relevant and
understandable. On the side of the employees this led to the fact that employees indicated
preferring their direct supervisors as a source of change-related information, in particular
because they were able to address job-specific aspects which were most important to them.
Thus, it may be advisable for organizations to focus on communicating job-specific
information through supervisors in advanced stages of the change process, after strategic
information has been provided by senior management initially. Based on their findings Allen
et al. (2007) recommend using a cascading approach when developing change
communication strategies. This would entail senior management to provide information on
strategic issues, while direct supervisors convey more practical information to their
employees. The communication of practical, job-related information should be done in a
manner that allows for specific questions. Along those lines Frahm and Brown (2005) have

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highlighted the fact that three communication models exist in the area of change
communication. They comprise monologic and dialogic change communication, and the
background talk of change.
While monologic communication is ideally used to convey strategic information 46

(particularly by top management); dialogic communication can serve to provide more specific
job-related information (which is best done by direct supervisors).
Brown and Quarter (1994) considered organizational communication can be a promoter of
organizational change, since the social environment of a person has an important impact on
his/her attitudes towards the change Hence, it may be advisable for supervisors to identify
employees who have a positive view of the changes and who may serve as multipliers by
communicating their positive views to their peers. It is crucial that these persons do not only
possess influence, but are also highly regarded and trusted by their colleagues and by other
employees in the organization.
Gebert (2007) points out the perception of deficits are an inevitable condition for people’s
willingness to accept innovation and change. However, it is recommended to address
necessary changes proactively by pointing out the need to change in the present in order to
secure standards for the future (e.g., social security, the environment, and natural resources).
Nevertheless, since people are still likely to experience uncertainty and anxiety even though
they are aware of the need for change, dialogic communication with the direct
supervisor is in winning employees’ support for the change initiative. Thus, the following can
be hypothesized:

H3: Symmetrical Internal Communication is positively related to employee readiness

to change.

2.8 Mediating role of Symmetrical Internal Communication

DM Herold, DB Fedor, S Caldwell, Y Liu (2008) argue that communicating about the
change and providing individuals the opportunity for inputs is important aspects of change
leadership.
Rather than a direct relationship, change leadership contributes to commitment to change
among change recipients by improving the quality of change communication and the degree
of employee participation in the implementation of change. S Fernandez and HG Rainey

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(2006) established that change leadership approaches typically stress communicating the
sense of urgency, vision of change and implementation plans.
SP Walker, TD Wachs, JM Gardner, B Lozoff, GA Wasserman, E Pollitt, JA Carter (2007)
state that “change agents must prepare employees for change through open, honest
communication.” By explaining to employees why change is necessary, employees may 47

better understand and support the implementation of change. Vandam, Oreg, Schyns (2008)
said that the implementation plan must be clearly communicated to employees, so that
employees are aware of the scope and time planning of the implementation process. When
the implementation process is based on high quality communication, there are little
surprises and uncertainty concerning the changes being implemented. Armenakis and
Harris (2002) narrated that high quality change communication ideally
1. addresses why the change is necessary by demonstrating that the organization is not
where it should be
2. expresses that employees can succeed in implementing the change
3. successfully argues that the measures that are being taken are appropriate
4. convinces employees that they will be supported during the implementation of
change
5. emphasizes that an employee’s self-interest is not at stake because of the change By
improving the quality of change information that is available to change recipients,
change leadership is thus expected to be positively related to change recipients’
commitment to change. Thus, the following is hypothesized:

H4: Symmetrical organizational communication mediates the positive relationship

between change leadership and employee readiness to change.

2.9 Moderating role of Change Adaptability

A Reupert (2020) narrated that organizational adaptability reflects how an organization
responds to change by managing stress and uncertainty, exposing flexibility or resilience,
and supporting those who tackle problems to face the change. AJ Martin, H Nejad, SH
Colmar and GAD Liem (2013) defined adaptability as ‘appropriate cognitive, behavioral
and/or emotional adjustment in the face of uncertainty and novelty.’ Change is a
characteristic of today’s economy that places companies in a permanent learning and
development mode, related to adjusting and gaining market advantage and creating value
through constant innovativeness. Therefore, terms such as ‘learning organization’ and

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‘knowledge economy’ have gained popularity in the last two decades.

C Folke, SR Carpenter, B Walker, M Scheffer, T Chapin and J Rockstrom (2010) said that
change adaptability is concerned with the post-change situation where it has to be
determined that employees have adopted the new transformation or else. Zaccaro and Banks
(2004) said that change adaptability speaks out about the success or failure of change
initiatives. B Burnes, M Hughes and RT By (2018) established that change leaders with the
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help of their traits can advance organizational changes, such as motivating employees,
modeling the change, vision, change culture, change valence, and provision of coaching in
the time of need. Further, S Ling and H Smith (2018) argued that change leadership mainly
works on altering the employees’ perception of change. Moreover Onyeneke and Abe
(2021) recently provided support to this notion that employees’ attitudinal support is a
necessary element to get success in the planned change process. Thereby, the key theme
behind engaging change leaders to embrace change is to deal with the cognitive beliefs of
the employees about change and transform them in the best interest of the organization. In
the existing literature, scholars have made attempts to establish links of organizational
change leadership with various change related processes, such as commitment to change
(Ling et al., 2018), emotions during change (M Issah, 2018), work engagement (Caulfield &
Senger, 2017), change-oriented culture (AA Abdulla, S Kumar, A Nahyan, M Sohal and
A Singh 2017) and individual innovative work behavior (J Jaroensutiyotin, Z Wang, B
Ling and Y Chen 2019). Further Feng et al. (2016) claimed that focus leaders are effective
to create a liaison between management and employees and also fruitful to develop
congruence between these two organizations' powers during change. Thus, the following
can be hypothesized:

H5: Change Adaptability moderates the positive relationship between Systematic

Internal Communication and Employee Readiness to change in such a way that
the relationship gets stronger when it is high and weaker when it is low.

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CHAPTER 3 METHODOLOGY

3.1 Research Design

Shaughnessy, Zechmiester and Zechmiester (2006) describe research design as the

summarized diagram sought after research. This research depends upon the perceptions
and practices of the employees that is why survey method is used for the collection of
data to attain responses. The model that has been proposed in this study is a mediation
moderation model that is why it would be preferable to perform a time lagged study, as
we know that the cross sectional study cannot exclude the cross sectional effect.
Longitudinal studies are more effective for studying casual effects. Longitudinal design
also erases the reverse causality error in the under considerate links. Mitchell and James
(2001) and Cole and Maxwell (2003) say that despite the other types where timing is
determined by scientifically assessed techniques; the time lags in social sciences are
assessed more by convenience or tradition.

In the research 2 wave data will be gathered from the respondents within time duration
of 2 to 3 weeks. First time response will be regarded as “time 1” in which we collect
data of the independent variable (Change Leadership) and mediator (Systematic Internal
Communication). The second time response will be regarded as “time 2” in which we
will tab the dependent variable (Readiness to Change) and the moderator (Change
Adaptability). All the variables are self-reported.

3.2 Population

Malcolm and Blerkom (2009) quote that population can be characterized as the entire of
people or observations in which you are interested or which are being studied.

The attributed population for this study will be the public and private oil and gas companies
operating in the vicinity of the twin cities of Islamabad and Rawalpindi.

3.3 Sample

The respondents of this study will be the middle level managers as well as the lower level
managers.
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The sampling method used for this study is convenience sampling because no variable
from the propped model targets any particular kind or type of organization. However, the

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study is time lagged as it is significant to have approach the respondents in various

times.

Different researchers suggest different sample sizes for the different types of models.
Kelloway (1998) considers a sample size of 200 for a simple model. Boomsma (1983)
considers a sample size of 300 or 400 for moderately complex models. Thus, by
observing the complexity of the model, the size of the data collected will be 350 – 400
precisely.

3.4 Sample Demographics

The data will be gathered from both the genders and the education, age, experience,
organization type and work experience has been included in the demographic section of
the questionnaire from both males and females. The age, working experience, education,
department, organization type, etc. will be asked in demographics.

3.5 Measures of all Variables

Change leadership is measured by using a seven item scale proposed by David M.

Herold, Donaldo B. Fedor, Yi Liu and Steven Caldwell (2008). Related to the specific
change being studies, my leader:

1. Developed a clear vision for what was going to be achieved by our work unit

2. Made it clear up front to those in our unit why the change was necessary

3. Made a case for the urgency of this change prior to implementation

4. Built a broad coalition up front to support the change

5. Empowered people to implement the change

6. Carefully monitored and communicated progress of the change implementation

7. Give individual attention to those who had trouble with change implementation

Readiness to change is measured by using a tridimentional model scale developed by

Dave Bouckenooghe, Geert Devos and Herman Van Den Broeck (2009). The three 51

dimentions are emotional, cognitive and intentional readiness for change. The instrument
encompasses the following seven dimentions

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1. Quality of change communication (It refers to how change is communicated. The

clarity, frequency, and openness determines whether communication is effective)

2. Participation (It is the extent to which staff members are involved in and
informed about decisions that directly concern them, decision about
organizational change inclusive)

3. Attitude of top management towards organizational change (It involves the

stance top management is taking with regard to change)

4. Support by supervisors (It is conceived as the extent to which employees

experience support and understanding from their immediate supervisors. More
specifically it measures their openness to reaction of their staff and their ability
to lead them through the change process)

5. Trust in leadership (It is the extent to which staff members perceive their
supervisor and top management is trust worthy)

6. Cohesion (It refers to the extent of corporation and trust in the competency of
team members. It is the perception of togetherness or sharing within the
organization setting, including the willingness of members to support each other)

7. Politicking (It describes the perceived level of political games within the
organization. A high degree of politicking leads to unnecessary expense,
considerable delays and unwillingness to share knowledge)

Systematic internal communication can be measured by using a six item scale developed by
Jeong-Nam Kim and Yunna Rhee (2011). The items are as following:

1. Communication between managers and other employee in the company is twoway

2. Company encourage difference of opinion

3. Purpose of communication in the company is to help mangers be responsive to the

problems of employees
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4. Supervisors encourage employee to express difference of opinion

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5. Employees are informed about major changes in policy that affect the job before it
takes place

6. Employees are not afraid to speak up during meetings with supervisors and managers

Change adaptability can be measured by a three item model propped by Mark Griffin, Sharon
K Parker and Andrew Neal (2007). The items are as following;

1. Individual Task Adaptability (adjust to new equipment, processes or procedures in

core tasks)

2. Team Member Adaptability (responds constructively to team changes)

3. Organization Member Adaptability (copes with changes in the way the organization
operates)

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CHAPTER 4 REFERENCES
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organizational culture by Zimbelachew Masresha Engida, Abebe Ejigu Alemu & Meselu Alamnie
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Studying the importance of change leadership and change management in layoffs, mergers,
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(Management Decision) Vol. 58 No. 3, pp. 393-409 https://doi.org/10.1108/MD-03-20170278

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