The Effect of Leadership Styles on ‎Resistance to Change with the Workers

Authors

Shaker Al-Khashali, Applied Sciences University, Jordan ‎Follow

Abstract

This research attempts to study the relationship between leadership style and employees resistance ‎to change at industrial firms in Jordan. A simple of (191) employees is selected from (3) of the largest ‎industrial firms.‎ Results show an overall “above – average” degree of resistance to change, the same degree of ‎resistance under associated with democratic leadership style.‎ Results, also, show that authoritarian leadership style is positively associated with resistance to ‎change (organizational, subjective, economic, and culture dimension), and democratic leadership ‎style is negatively correlated with organizational dimension of resistance only (and not other ‎dimension). Moreover, results show that classifier leadership style is positively associated with ‎employee’s resistance (the various dimension). The study also include some recommendations such ‎like, the orientation of employee from the management to the change process through facilitate the ‎communication with the side in the organization that is responsible for the change process. Also ‎involving the employee that are a part of and procedure attitudes through depending on democratic ‎style in managing job groups. Also organize an training circulation’s for managers to enable them the ‎identify of the way of using democratic style in dealing with subordinates to increase the involve o ‎employee in change process and increase their perception of it

Recommended Citation

Al-Khashali, Shaker (2006) "The Effect of Leadership Styles on ‎Resistance to Change with the Workers," Jerash for Research and Studies Journal مجلة جرش للبحوث والدراسات: Vol. 7: Iss. 2, Article 1.
Available at: https://digitalcommons.aaru.edu.jo/jpu/vol7/iss2/1