THE RELEVANCE OF TRANSFORMATIONAL LEADERSHIP IN SHAPING EMPLOYEE ATTITUDES TOWARDS ORGANISATIONAL CHANGE

Abstract

The subject of the research presented in this paper is the role of the leadership of change agents in the implementation of organisational change. The focus of research is on the micro-aspect of change, specifically on the impact of changes in employees and their attitudes and behaviours that have a direct and significant impact on change success. The results of empirical research conducted in one Bosnian company show that the transformational behaviour of the change agent is not equally relevant and effective in the case of the three organisational changes implemented in the company. The explanation for this can be found in the characteristics of the changes themselves, both those related to their cause and those related to the depth of the intervention and the expected consequences of change in the organisational culture.