Role of leadership credibility and effective communication in achieving organizational change

The purpose of the research is to investigate the relationship between communication and leadership credibility during organizational change and to explore any correlations between leadership credibility and successful organizational change.The Role of Leadership Credibility and Effective Communication in Achieving Organizational Change Olutunde O. Babarinsa Keywords: Organizational Change, Resistance, Communication, Leadership.Purpose and Scope of the Research • Investigate the relationship between communication and leadership credibility during organizational change. • Explore any correlations between leadership credibility and successful organizational change.Research Questions Main Research Question: • How does leadership build and maintain credibility based on the communication of an organizational change? A further research question is: • How did leadership communicate the organizational change and did the communication aid or inhibit their credibility?Significance of this Research for Management • Provide guidance as leaders communicate organizational change. • Provide new insights into the importance of leadership credibility during implementation of organizational change. • Increase the knowledge of the factors that affect organizational change.Main Literature Themes and Authors . Concepts Themes Authors Communication Communication DiFonzo & Bordia (1998); Porter & Roberts (1983); De Ridder (2003); (Lewis, 2000b); Postmes, Tanis, & DeWit (2001). Communication Channels Young & Post (1993); Finley ( 1998). Conversation Ford & Ford (1995). Symbols Clarke & Crossland (2002); Kouzes & Posner (2002); Clarke & Crossland (2002). Organizational Change Change Covin & Kilmann(1990); Lewis (2000a); Kotter (1996); Weick & Quinn (1999). Resistance to Change Mabin, Forgeson & Green (2001); Bernerth (2004); Kanter (1985); Piderit (2000), Pietersen (2002). Uncertainty and Job Insecurity Ashford (1998); Covin & Kilmann (1990). Leadership Transformational Leadership Burns (1978); Bass (1985); Bennis & Nanus (1985). Leaders and Managers Kotter (1996); Kouzes & Posner (1993a); Zaleznik (1986); Kellerman (2007). Leadership Credibility Falcione (1974); Hellweg (1978); O'Reilly & Roberts (1976)Key Propositions Distilledfrom the Literature • Effective communication of organizational change initiatives build leadership credibility. • Leadership credibility is a major conduit through which employees buy into organizational change. • When employees believe in the change initiative or the reason for the change, there is a greater chance of success.Conceptual Framework .Thesis statement • Effective use of communication channels and methods by leadership to inform employees of change will lead to employee perception of leadership credibility and help to ensure successful implementation of the change.Research Approach & Formationof Argument • Evidence-Based Research Utilized scholarly literature from ISI Web of Science and other research and academic databases and Google Scholar. • 3 member Expert Panel 2 academics 1 practitioner 3 doctoral prepared • Dissertation Committee 2 member panel Academic and practical experienceFindings • Employees will support organizational change if they believe the leaders are credible. • Leaders can build credibility through effective communication. • Leadership credibility positively impacts change implementation Implications for Management Practice • Leaders have to be good communicators • Organizations should develop multiple channels of communication. • Leadership credibility boosts employee morale and will help increase productivity. • Credible leadership reduces employee resistance to change.Future Research Agendas • Research the degree to which the nature of the change, the goal, and the activity itself is critical to leader credibility. • Investigate to see if an unplanned change will have the same conclusions. • Determine whether these findings are exclusive to the corporate environment