Please use this identifier to cite or link to this item: https://hdl.handle.net/10321/4274
Title: Change management leadership and its impact on employees’ resistance to change : case study of selected automobile companies in the Durban Metropolitan Region of KwaZulu-Natal (South Africa)
Authors: Chukwuma, Nonye Emmanuella
Keywords: Leadership Styles;Resistance to change
Issue Date: Apr-2022
Abstract: 
This study is based on the contention that the world is shifting from an industrial paradigm to
a post-industrial paradigm and, as a result, change ought to be managed effectively. The
literature reviewed for this study has indicated that there are neither appropriate models to
address monumental changes in the automobile industry, nor tools to address resistance to
change, due to inadequate leadership skills.
Accordingly, the study investigates existing change leadership styles and particularly focuses
on the transformational and transactional change leadership styles which also include other
leadership styles. The study further explores factors that influence resistance to change:
demographic factors; the theoretical components of resistance to change; and communication
adequacy. The research study also explores the process of a change management leadership
model adapted from related research studies, which is aligned with managing resistance
effectively at the selected automobile dealership companies in the Durban Metropolitan Region
of KwaZulu-Natal.
A sample size of 300 staff members and managers were conveniently considered, comprising
270 staff and 30 managers, in a mixed-method research study. However, only 170
questionnaires were returned, and 28 managers were successfully interviewed, which resulted
in an average response rate of 66% (63% for the quantitative study and 93% for the qualitative
study).
To analyse the data quantitatively, inferential statistics and descriptive statistics were used. The
hypothesised model formulated was tested with the structural equation model (SEM). Findings
revealed no relationship between transformational leadership and resistance to change.
However, there was a relationship between transactional leadership and resistance to change.
Qualitative data were analysed using thematic analysis employing the NVIVO software
package. Recommendations from the study include the application of the proposed change
management leadership model and other intervention strategies mentioned in the study for the
improvement of change management in the dealership companies.
Description: 
Submitted in fulfillment of the requirements of the Degree of Doctor of Philosophy in the Department of Business Administration, Durban University of Technology, Durban, South Africa, 2022.
URI: https://hdl.handle.net/10321/4274
DOI: https://doi.org/10.51415/10321/4274
Appears in Collections:Theses and dissertations (Management Sciences)

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