The mediating role of resistance to change in the effect of transformational leadership on staff empowerment

Abstract

This study aims to analyse the mediating role of resistance to change in the effect of transformational leadership on employee empowerment and to make suggestions. Data for this cross-sectional and correlational study, using quantitative research methods, were collected using scales related to the concepts. Data were obtained from 345 administrative personnel at Karabük University via convenience sampling and online or face-to-face surveys. Descriptive statistical analysis, difference testing, and mediation tests were conducted in SPSS to obtain the study's findings. Descriptive analyses revealed that the samples exhibited ambivalence toward transformational leadership, employee empowerment, and resistance to change. The mediation test results showed that transformational leadership has a positive effect on employee empowerment, that resistance to change decreases as employee empowerment increases, and that resistance to change partially mediates the effect of transformational leadership on employee empowerment. When the study results are evaluated in the context of the literature, both similarities and differences are observed in demographic variables. The results regarding the positive effect of transformational leadership on employee empowerment are consistent with the literature. As a result of the study, recommendations were made emphasising that resistance to change can be reduced and the aim of employee empowerment can be achieved if the transformation process is managed effectively.