Transformational Leadership and Individual Readiness to Change in the UAE Construction Industry: The Mediating Roles of Work Engagement, Organizational Justice, Organizational Identification and Job Satisfaction

Yousef, Alahmad Alolabi (2023) Transformational Leadership and Individual Readiness to Change in the UAE Construction Industry: The Mediating Roles of Work Engagement, Organizational Justice, Organizational Identification and Job Satisfaction. PhD thesis, UNIMAS.

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Abstract

In recent years, innovation has become an integral part of the construction industry in the UAE. The country strives to focus on innovation in the construction industry for long-term sustainability. Innovation in the construction industry brings about change and economic development in the country and has also influenced operational activities and employees' mindset. In this regard, the role played by organizations’ leaders is very effective in driving and encouraging employees to accept innovation in the construction industry. Past studies have assessed the role of leaders, job satisfaction, and work engagement on employees’ readiness to accept the change and neglected the mediating role of organizational justice and organizational identification on employees’ acceptance of the change in the construction industry. This study investigates the relationship between transformational leadership and employee readiness to change, along with the mediators of organizational justice, organizational identification, job satisfaction, and work engagement, in the construction industry of the UAE. The research applies quantitative analysis via PLS-SEM to discover the structuralrelationships among study constructs. A quota sampling was adopted to ensure the representativeness of the population across the seven emirates. Out of the 1240 questionnaires distributed to the respondents working in the seven emirates, 813 employees' valid data were received, with a response rate of 65.56%. The study’s structural model findings indicate a statistically significant effect of transformational leadership on work engagement and organizational justice. The results show that transformational leadership has indirect impact on individual readiness to change via work engagement and organizational justice. Further, the results indicate that organizational justice has the most robust mediating effect between transformational leadership and readiness to change, indicating that employees who feel fairly treated are more willing to accept change in the organization. The study findings alsorevealed the sequential mediating effects of transformational leadership on job satisfaction via organizational justice and organizational identification. The study findings are vital for managers and industrialists to formulate long-term strategies that allow employees to participate in the organization’s decision-making. Empowered employees feel more satisfied with their jobs and exert more effort to adapt to their organization's changes. Keywords: Transformational leadership, construction industry, readiness to change, UAE.

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