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Empowering leadership as a driver for overcoming resistance to change within organisations
Mini Dissertation (MBA)--University of Pretoria, 2022.
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| Other Authors: | |
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2023
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| _version_ | 1867613544346812416 |
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| access_status_str | Open Access |
| author2 | Swanepoel, Samantha |
| author_browse | Swanepoel, Samantha |
| author_facet | Swanepoel, Samantha |
| collection | Thesis |
| dc_rights_str_mv | © 2023 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, 2022. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/90875 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:37:50.174Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2023 |
| publishDateRange | 2023 |
| publishDateSort | 2023 |
| 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:2263/90875 Empowering leadership as a driver for overcoming resistance to change within organisations Swanepoel, Samantha ichelp@gibs.co.za Fourie, Leona UCTD Mini Dissertation (MBA)--University of Pretoria, 2022. Change within organisations has become a constant occurrence especially given the increased rate of innovation that is required for organisations to remain competitive. However, organisations are still experiencing change failure and resistance to change from employees and departments within the organisation. Organisations are making conscious efforts to improve change management for successful change implementation. A key aspect in the change management process is the change agent or change leader; as such, many studies have investigated the role of leadership, mostly transformation and transactional leadership, within change management to reduce resistance to change. This study, however, looked specifically at empowering leadership as a driver for overcoming resistance to change; through continuous practicing of empowering behaviours by leaders, employees and accordingly the organisation should show a reduced resistance to change. This study conducted a survey to establish if a relationship was present between empowering leadership and resistance to change. The findings suggested that when empowering leadership was experienced, followers showed a reduced resistance to change. pt23 Gordon Institute of Business Science (GIBS) MBA Unrestricted 2023-05-28T16:59:43Z 2023-05-28T16:59:43Z 19-04-2023 2022 Mini Dissertation * A2023 http://hdl.handle.net/2263/90875 en © 2023 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 Empowering leadership as a driver for overcoming resistance to change within organisations |
| title | Empowering leadership as a driver for overcoming resistance to change within organisations |
| title_full | Empowering leadership as a driver for overcoming resistance to change within organisations |
| title_fullStr | Empowering leadership as a driver for overcoming resistance to change within organisations |
| title_full_unstemmed | Empowering leadership as a driver for overcoming resistance to change within organisations |
| title_short | Empowering leadership as a driver for overcoming resistance to change within organisations |
| title_sort | empowering leadership as a driver for overcoming resistance to change within organisations |
| topic | UCTD |
| url | http://hdl.handle.net/2263/90875 |