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The impact of different leadership styles during a change management process on employees’ organisational commitment
Mini Dissertation (MBA)--University of Pretoria, 2025.
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2026
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| _version_ | 1867613496055693312 |
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| access_status_str | Open Access |
| author2 | Vermaak, Andre |
| author_browse | Vermaak, Andre |
| author_facet | Vermaak, Andre |
| collection | Thesis |
| dc_rights_str_mv | © 2025 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
| description | Mini Dissertation (MBA)--University of Pretoria, 2025. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/109178 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:37:03.713Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2026 |
| publishDateRange | 2026 |
| publishDateSort | 2026 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/109178 The impact of different leadership styles during a change management process on employees’ organisational commitment Vermaak, Andre ichelp@gibs.co.za Wadee, Mohammed UCTD Change management Employee resilience Leadership styles Organisational commitment Trust in leadership Mini Dissertation (MBA)--University of Pretoria, 2025. This research investigates the critical role of leadership in shaping employee commitment during an organisational change. It examines how transformational, transactional and laissez-faire leadership styles influence organisational commitment. The study specifically focuses on the mediating psychological mechanisms of employees’ trust in leadership and their resilience to change. A quantitative, cross-sectional methodology was employed using a structured online survey distributed to 164 employees from medium to large organisations who had recently undergone a significant change event. The data was analysed using multiple regression and mediation analysis. The findings revealed that transformational and transactional leadership are significant positive predictors of commitment. Laissez-faire leadership shows no significant direct effect on organisational commitment but exerts a strong indirect negative impact by severely eroding employee trust. Furthermore, trust in leadership emerged as a dominant mediator, fully explaining the positive effect of transformational leadership and the negative impact of laissez-faire leadership. Employee resilience was statistically significant but a substantially weaker mediator across all leadership styles. The study concludes that during change, employees value active leadership that builds trust. It is the fundamental pathway that secures employee commitment. Practical recommendations are offered for leaders to integrate behaviours to navigate change successfully. Gordon Institute of Business Science (GIBS) MBA Unrestricted Gordon Institute of Business Science (GIBS) SDG-08: Decent work and economic growth 2026-03-23T09:37:05Z 2026-03-23T09:37:05Z 2026-05-05 2025 Mini Dissertation * A2025 http://hdl.handle.net/2263/109178 en © 2025 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD Change management Employee resilience Leadership styles Organisational commitment Trust in leadership The impact of different leadership styles during a change management process on employees’ organisational commitment |
| title | The impact of different leadership styles during a change management process on employees’ organisational commitment |
| title_full | The impact of different leadership styles during a change management process on employees’ organisational commitment |
| title_fullStr | The impact of different leadership styles during a change management process on employees’ organisational commitment |
| title_full_unstemmed | The impact of different leadership styles during a change management process on employees’ organisational commitment |
| title_short | The impact of different leadership styles during a change management process on employees’ organisational commitment |
| title_sort | impact of different leadership styles during a change management process on employees organisational commitment |
| topic | UCTD Change management Employee resilience Leadership styles Organisational commitment Trust in leadership |
| url | http://hdl.handle.net/2263/109178 |