Please use this identifier to cite or link to this item: https://hdl.handle.net/10321/5159
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dc.contributor.authorChukwuma, Nonyeen_US
dc.contributor.authorZondo, Robert Walter Dumisanien_US
dc.date.accessioned2024-02-28T13:19:40Z-
dc.date.available2024-02-28T13:19:40Z-
dc.date.issued2023-
dc.identifier.citationChukwuma, N. and Zondo, R.W.D. 2023. The effects of idealised influence on the dimensions of employee resistance to change at the automobile dealerships in the eThekwini region of Kwazulu-Natal, South Africa. International Journal of Research in Business and Social Science (2147- 4478). 12(8): 163-179. doi:10.20525/ijrbs.v12i8.2962en_US
dc.identifier.issn2147-4478 (Online)-
dc.identifier.urihttps://hdl.handle.net/10321/5159-
dc.description.abstractThe effects of idealised influence as one of the four components of transformational leadership serve as a critical dimension of leadership style. Others include inspirational motivation, intellectual stimulation, and gaining the admiration, trust, and respect of the followers. However, this study focuses on the context of employee resistance to change and its varying dimensions about the role idealised influence plays as a mediator in mitigating resistance to change and facilitating a successful change implementation at selected automobile dealerships in eThekwini Region of KwaZulu-Natal. Idealised influence refers to the leader’s ability to act as role model and gain the admiration of employees and by so doing, positively influence employee’s resistance to change. The study examines the effects of idealised influence on employee resistance to change at the automobile dealership organisations in the eThekwini Region of KwaZulu-Natal. The study investigates the mediating role of idealised influence on employee resistance to change at the automobile dealership organisations in the eThekwini Region of KwaZulu-Natal. Assessment was based on the effect of this leadership style component and its impact on employees’ willingness to accept or resist changes introduced at the selected organisations. Of the 270 staff members identified for participation, 196 questionnaires were returned and analysed using the convergent data analysis as well as the Structural Equation Model (SEM). The study revealed that the idealised influence is positively associated with the staff quick acceptance of change. The study improves the existing framework with regards to understanding how leaders with idealised influence can facilitate change management acceptance of employees by embracing and inculcating the essence of idealised influence. The results can help managers and change management interventionists formulate human resource development to improve change management planning programmmes.</jats:p>en_US
dc.format.extent17 pen_US
dc.language.isoenen_US
dc.publisherCenter for Strategic Studies in Business and Finance SSBFNETen_US
dc.relation.ispartofInternational Journal of Research in Business and Social Science (2147- 4478); Vol. 12, Issue 8en_US
dc.subjectChange managementen_US
dc.subjectEmployee resistance to changeen_US
dc.subjectIdealised influenceen_US
dc.titleThe effects of idealised influence on the dimensions of employee resistance to change at the automobile dealerships in the eThekwini region of KwaZulu-Natal, South Africaen_US
dc.typeArticleen_US
dc.date.updated2024-02-21T09:57:21Z-
dc.identifier.doi10.20525/ijrbs.v12i8.2962-
item.languageiso639-1en-
item.openairetypeArticle-
item.cerifentitytypePublications-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.fulltextWith Fulltext-
item.grantfulltextopen-
Appears in Collections:Research Publications (Management Sciences)
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