The Effect of Leaders Threat Communication on Employees Resistance to Organisational Change: Moderating Role of Self-Efficacy: An Empirical Evidence

Abstract

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This study aimed at examining the effect of leaders’ visionary communication on employees’ resistance to organisational change. The data was collected from 675 randomly selected employees working in five public enterprises in Ethiopia. Confirmatory factor analysis using structural equation modelling was conducted to confirm validity of measurement instruments; reliability was tested by generating Cronbach’s alpha values. The hypotheses were tested based on the results from multiple regression analysis. The findings revealed that the visionary communication of leaders during organisational change has a significant and negative effect on employees’ resistance to change, implying that leaders who use visionary communication are likely to face less resistance from employees. Moreover, the moderation effect of self-efficacy in the relationship between visionary communication and employees’ resistance to change is found to be significant, implying that a higher level of employees’ change-related self-efficacy makes the effect of visionary communication on employees’ resistance to change stronger. The findings of this study contribute to making the change literature more comprehensive, revealing this new relationship; recommend change leaders to use visionary communication as an effective mechanism to reduce employees’ resistance during organisational change; and shows the moderating role of change-related self-efficacy in making the effect of visionary communication on employees’ resistance to change stronger. Limitations and suggestions for further studies are forwarded.

Keywords: Visionary Communication, Resistance to Change

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