نوع مقاله : مقاله پژوهشی

نویسندگان

• عباس قائدامینی هارونی ¹
• مهرداد صادقی ²
• زهرا صادقی ده چشمه ³
• غلام رضا مالکی فارسانی ⁴

¹ دکتری مدیریت، مربی گروه مدیریت، دانشگاه جامع علمی کاربردی، مرکز فارسان، تهران، ایران

² استادیار، دانشکده حکمرانی و سیاست، واحد اصفهان (خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران

³ معلم، دبستان سعدی فارسان، فارسان، ایران

⁴ دکتری مدیریت، مربی گروه مدیریت، دانشگاه جامع علمی کاربردی، مرکز هرند، تهران، ایران.

چکیده

هدف این پژوهش بررسی تأثیر رهبری تحول‌گرا بر گشودگی برای تغییر از طریق نوآوری و یادگیری سازمانی بود. پژوهش حاضر ازنظر هدف کاربردی و ازنظر نحوه گردآوری اطلاعات توصیفی از نوع همبستگی بود. جامعه آماری پژوهش حاضر را کلیه اعضای هیئت‌علمی دانشگاه آزاد اسلامی واحد اصفهان به تعداد 380 نفر تشکیل دادند که از طریق فرمول نمونه‌گیری کوکران تعداد 180 نفر به‌عنوان نمونه از طریق روش نمونه‌گیری طبقه متناسب با حجم انتخاب شدند ابزار پژوهش پرسش‌نامه رهبری تحول‌گرا باس و آولیو (2000) و پرسش‌نامه گشودگی برای تغییر میلر و همکاران (2009) و پرسش‌نامه نوآوری سازمانی اسماعیل و همکاران (2002) و پرسش‌نامه یادگیری سازمانی فام و اسوایرسزک (2006) بودند. تجزیه‌وتحلیل داده‌ها در سطح استنباطی مشتمل بر مدل‌سازی معادلات ساختاری انجام گرفت. نتایج پژوهش نشان داد که رهبری تحول‌گرا از طریق یادگیری سازمانی بر گشودگی برای تغییر تأثیر مثبت و معناداری دارد که ضریب این تأثیر 45/0 است و از طریق نوآوری سازمانی بر گشودگی برای تغییر تأثیر مثبت و معناداری دارد که ضریب این تأثیر 44/0 است و همچنین رهبری تحول‌گرا بر گشودگی برای تغییر تأثیر مثبت و معناداری دارد که ضریب این تأثیر 66/0 است.

کلیدواژه‌ها

• رهبری تحول‌گرا
• گشودگی برای تغییر
• نوآوری سازمانی
• یادگیری سازمانی

موضوعات

• مدیریت دانش

عنوان مقاله [English]

The Impact of Transformational Leadership on Openness to Change through Innovation and Organizational Learning

نویسندگان [English]

• Abbas Ghaedamini Harouni ¹
• Mehrdad Sadeghi ²
• Zahra Sadeghi de cheshmeh ³
• Ghulam Reza Maleki Farsani ⁴

¹ PhD in Management, Lecturer in the Management Department, University of Applied Science and Technology, Farsan Center, Tehran, Iran

² Assistant Professor of Facuty Management Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran Islamic Azad University, Tehran ,Iran

³ Teacher, Saadi Farsan Elementary School, Farsan, Iran

⁴ PhD in Cultural Management, Lecturer, University of Applied Science and Technology, Harand Center, Tehran, Iran

چکیده [English]

Introduction

Although in recent years, much research has been conducted to study transformational leadership, openness to change, organizational innovation and organizational learning, antecedents, consequences, and impact of those organizations, few studies have examined the impact of transformational leadership on openness to change through organizational innovation and organizational learning. This research can have the following applications for the Islamic Azad University of Isfahan Branch in particular. 1. Transformational leadership in faculty members of the Islamic Azad University of Isfahan Branch is an important basis for employee activity since transformational leaders influence the beliefs, values, and goals of followers and leave a tremendous impact on their followers. They transform the entire organization through their words and actions. Followers of these leaders feel trust and loyalty towards them. Transformational leaders influence others through words, conversation, insight, and inspiration, and can influence employee motivation. If transformational leadership is implemented at Islamic Azad University, South Tehran Branch, it can lead to a positive attitude, better readiness, and commitment to organizational change. 2. Openness allows us not only to know ourselves better, but also allows others to know us better and learn about our experiences and abilities. This recognition can also be effective in dealing with the phenomenon of change. Therefore, the present study seeks to examine the effect of this variable on resistance to change. 3. Organizational innovation and organizational learning can affect openness to change. Therefore, this study has attempted to determine the effect of organizational innovation and organizational learning on openness to change in order to determine whether it is possible to find relationships in which organizational innovation and organizational learning can affect openness to change. Considering the gap in organizational behavior research related to transformational leadership and openness to change, the increasing importance of these organizational variables in determining the behavioral and attitudinal tendencies of managers, and the high importance of organizational innovation and organizational learning as a mediator role and one of the most important factors affecting employee emotions, the purpose of this study is to examine the effect of transformational leadership on attitudes towards change, both directly and through the mediation of organizational innovation and organizational learning. Can mediating variables act as mediators in the relationship between the two variables of transformational leadership and openness to change in faculty members of Islamic Azad University, Isfahan Branch?

Literature Review

Previous research has highlighted the significant impact of transformational leadership on organizational change and organizational innovation, and learning. Ha et al. (2025) conducted a study titled The Impact of Transformational Leadership on Knowledge Creation: Mediation of Interpersonal Relationships and Learning Organizations using a descriptive survey method and a sample size of 288 employees in the United States. The results showed that transformational leadership had a positive impact on knowledge creation directly and indirectly through interpersonal relationships and learning organizations. Cao and Li (2024) conducted a study titled The Impact of Transformational Leadership on Organizational Change Capability: The Two-Way Mediating Role of Trust in Leadership using a descriptive survey method and a sample size of 376 employees in China. The results showed that employee trust in leadership and its dimensions had positive and significant effects on organizational change capability. Nasir et al. (2023) conducted a study titled The Effects of Transformational Leadership, Organizational Innovation, Work Stressors, and Creativity on Employee Performance in Small and Medium Enterprises using a descriptive survey method and a sample size of 288 Pakistani employees. The results showed that the stressors of challenge, transformational leadership, and employee creativity all had positive and significant effects on employee performance. Given the nascent nature of the concept of transformational leadership, more research is needed to examine its effects and antecedents. These studies can fill existing research gaps and provide a better understanding of the relationship between transformational leadership and openness to change. Despite its well-known benefits, little research has examined transformational leadership among faculty members to suggest appropriate policies and practices to equip faculty members with the required skills.

Methodology

The present study is applied in terms of purpose, because it deals with the use of the variables proposed to help the attitude towards change. On the other hand, the aforementioned study is descriptive in terms of the method of collecting data, and is of the correlation type. Because it examines the effects of transformational leadership on openness to change through the variables of organizational learning and organizational innovation, and examines the relationships between the aforementioned variables in the form of structural equation modeling. The statistical population of this study is all faculty members of the Islamic Azad University of Isfahan Branch, 380 people, from whom sampling was carried out. The size of the statistical population is limited, and when the size of the statistical population is limited, the number of samples using the Cochran formula is 180 people. In this study, a stratified sampling method proportional to the size was used.

Results

The results of the research showed that transformational leadership has a positive and significant effect on openness to change through organizational learning, with a coefficient of this effect of 0.45, and through organizational innovation, with a coefficient of this effect of 0.44, and also transformational leadership has a positive and significant effect on openness to change, with a coefficient of this effect of 0.66.

Discussion

This study, which aimed to investigate the effect of transformational leadership on openness to change through innovation and organizational learning, provided evidence of the role of transformational leadership in spreading openness to change through innovation and organizational learning in employees. The main hypothesis of the study, based on the fact that transformational leadership has an effect on openness to change through innovation and organizational learning, was confirmed. These findings from the present study were not found among domestic and foreign research, a study that is exactly in line with the present study, but among domestic research, there is a direct alignment with the research of Mehran Fard et al. (2018), and Manti et al. (2017), Ghanbari and Kaveh (2017), Rastegar and colleagues (2016), Farazja and Khademi (2011), Yu et al. (2019), Carreiro and colleagues (2019), Liu and colleagues (2018), and Birasnav et al. (2013). In explaining these results, it can be said that the Islamic Azad University of Isfahan Branch is one of the universities that is facing a lot of changes. Therefore, in order to survive and be dynamic, it has to adapt itself to environmental changes, predict the changes that it may encounter in the future, and try to guide the changes in order to create desirable developments to build a better future, because only by creatively utilizing change to guide change can Islamic Azad University of Isfahan Branch be safe from future damage and shocks and achieve a better future. However, in this process, faculty members may resist change for many reasons, such as lack of control, fear of the unknown, loss of face and competence, need for security, poor scheduling, pressure of habits, lack of support, and lack of self-confidence.

Conclusion

Today, many changes have occurred in the socio-economic system and have confronted organizations with numerous opportunities and threats. Therefore, due to environmental complexity and uncertainty, and in order to respond quickly and appropriately to environmental challenges, organizations need creative and innovation-based solutions. It is clear that innovation will require some background. This is achieved by paying attention to organizational learning. Innovation and organizational learning are two related categories. Organizational learning provides the necessary context and conditions for innovation to emerge, followed by improved performance and competitive advantages, and organizational innovations, in turn, promote and update the organizational knowledge base. Organizational learning, by creating and generating new ideas, leads to innovation and improves performance. And it affects its performance not only directly, but also through innovation. In today's conditions, when organizations are faced with a global competitive environment, there is always a need for radical changes and creative work. The global competitive force forces today's organizations to replace their fixed work methods and procedures with new work methods after years of continuing, so that organizations that do not have work stability enjoy a kind of relative stability in order not to be left behind. Most of these organizations benefit from change management skills and try to create fundamental changes within the organization with special courage and audacity. In such situations, the role of transformational leaders will become more prominent. Transformational leaders pay attention to the needs and motivation of subordinates and improve personal, group, and organizational needs, and provide new opportunities for the organization to identify effective ways to get work done.
 

کلیدواژه‌ها [English]

• transformational leadership
• openness to change
• organizational innovation
• organizational learning