Abstract:
The purpose of this study is to investigate the relationship between transformational leadership style of managers and employees’ readiness for changing in Primary Schools of Javanrood in 2014-2015; and the used method was a correlation one. The study population included all employees of Primary Schools in Javanrood that are 274 persons. The research sample consisted on 159 persons based on Morgan Table. The participants were selected through a stratified random sampling method. Data was collected by the use of two questionnaires; one is multifactor leadership questionnaire by Bess et.al (2000), and another one is attitudes toward the organizational changes by Dovenham et.al (1998). The reliability of both questionnaires was calculated as 0.91 and 0.87 based on Cronbach’s Alpha respectively. The results of Peasrson’s correlation showed that there is a significant relationship between transformational leadership style of managers and employees’ readiness for changing. Also, based on multiple regression analysis with stepwise method it was showed that transformational leadership style is able to predict all components ready for change. Thus the managers can prepare a field in which the employees’ readiness for changing could be improved.
Machine summary:
Given the objective of the research, this main hypothesis has guided this study: The combination of transformational leadership dimensions (idealized influence, inspirational motivation, intellectual stimulation, and individual consideration) predicts the level of emotional, cognitive, and behavioral readiness for change among school employees.
Hypothesis 1: The combination of transformational leadership dimensions (idealized influence, intellectual stimulation, inspirational motivation, and individual consideration) predicts the level of employees' cognitive change readiness.
Hypothesis 2: The combination of transformational leadership dimensions (idealized influence, intellectual stimulation, inspirational motivation, and individual consideration) predicts the level of employees' emotional change readiness.
Regression coefficients of transformational leadership style dimensions on employees' emotional change (Refer to page image) According to Table 4, the results of the regression analysis showed that in the second model, the components of individual consideration and idealized influence significantly explain 0/31 of the variance of the variable of employees' emotional readiness for change.
Hypothesis 3: The combination of transformational leadership dimensions (idealized influence, intellectual stimulation, inspirational motivation, and individual consideration) predicts the level of employees' behavioral change readiness.
Regression coefficients of transformational leadership style dimensions on employees' behavioral change Variables Variable Source Total Mean Degree (Refer to page image) The results of multiple regression analysis showed that in the third model, the components of inspirational motivation, idealized influence, and individual consideration significantly explain 0/26 of the variance in employees' behavioral change.
The research results regarding the main hypothesis showed that the relationship between managers' transformational leadership style and employees' readiness for change is significant.
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