| Summary: | Adapting to change in a constantly changing environment is a challenge that organisations face on a daily basis. In order to stay competitive globally, the management of resistance to change becomes crucial. Research done on leadership reveals the very strong effect that leaders have on followers’ behaviours and attitudes and it is emphasized the role leadership plays in the implementation and supporting of change. The purpose of this dissertation is to determine whether a relationship between leadership and resistance to change exist within the higher education sector.
The study obtains data of 75 participants within the faculty of engineering. The survey was done by means of a questionnaire. The statistical analyses included frequency analysis, descriptive statistics, reliability analysis, correlations, independent t-tests, Mann-Whitney tests, ANOVAs and Kruskal-Wallis tests.
Results indicated that employees’ reactions toward change could be influenced by the type of leadership style present in the organisation, therefore it is necessary that the correct leadership style within an organisation cannot be underestimated. It could mean the difference between success and failure.
For the purpose of this study, the researcher considered the scales of the Resistance to Change questionnaire sufficiently reliable, but further exploration of the scales and its adaptation to this context may be needed in future to enhance reliability measures.
An important insight of this research is that, to be more effective in creating and supporting change within organisations, managers need to learn to recognise and understand resistance within them as well as in others.
This research contributes to the already vast content of research on leadership and resistance to change and does so by being focused on studying these constructs under a unique set of circumstances. === Thesis (MBA)--North-West University, Potchefstroom Campus, 2013
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