Influence of Transformational Leadership on Organizational Change: An Empirical Study of Chinese Construction Enterprises

Organizational change prevails in various organizations including construction enterprises. This paper researches employees´ view of the relationship between transformational leadership and organizational change by an empirical study of 33 Chinese construction enterprises. A four-dimension model of organizational change is researched in this study. The intercorrelations and hierarchical regression findings indicate that transformational leadership has positive affect on organizational change in construction enterprises, including appraisal, elements, size and pace of organizational change. Different organizational size and type have some influence on the analysis of relationship between transformational leadership and organizational change. We also find that transformational leadership and other dimensions of organizational change have significant and positive relationships with organizational performance, except size of organizational change. Hierarchical regression results show that appraisal of organizational change and elements of organizational change mediate the relationship between organizational performance and transformational leadership.