A Study of Transformational Leadership, Organisational Change and Job

This study investigated how aspects of transformational leadership- articulating vision, intellectual stimulation, role modelling, encouraging group identity, collaboration, and individualised consideration- are related to job satisfaction during change. The possible mediating role of collective efficacy was also examined. Instruments used were the Queensland Public Agency Staff Survey (QPASS; Hart, Griffin, Wearing, & Cooper, 1996) with additional items about leadership within the organisation, and about staff’s self-evaluation of their readiness for and performance during the change. The questionnaires were completed by 2549 public servants (1549 females, 998 males, 2 didn’t indicate) employed in various government departments undergoing major structural and procedural change. Parallel and Factor analyses revealed that the Leadership items could be represented by two factors: Leadership Involvement (incorporating interpersonal aspects) and Leadership Quality (incorporating strategic aspects). Regression analysis indicated that both of these transformational leadership factors were positively related to job satisfaction during organisational change, and that these relationships were mediated by the collective efficacy of the staff