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