Generation X and generation Y: the moderating effect of transformational leadership on resistance to change and psychological empowerment among employees in Johannesburg

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dc.contributor.authorKemeng, Heidie Seipati Josephine
dc.date.accessioned2018-07-09T08:51:09Z
dc.date.available2018-07-09T08:51:09Z
dc.date.issued2017
dc.descriptionA research report submitted in partial fulfilment of the requirements for the Degree of Masters by Coursework and Research Report in the field of Industrial Organisational Psychology in the faculty of Humanities, University of the Witwatersrand, 2017en_ZA
dc.description.abstractThe purpose of the study was study to investigate relationships of employee psychological empowerment, transformational leadership and resistance to change among employees in Johannesburg, South Africa. There were 51 male participants and 57 female participants. Participants voluntarily participated in the study. The instruments used to collect data were the Multifactor Leadership questionnaire, resistance to change scale and psychological empowerment questionnaire. Data were analysed using correlations and multiple regression analyses. The results showed that employee psychological empowerment and resistance to change, age and resistance to change were the only significant results. Future studies can focus on factors that influence the readiness for change in South Africa which could include the opportunity to participate in the planned change projects, demonstrating the need for change and employee psychological empowerment. In addition, Future studies could also address the interest gap between generation X and Y in terms of implementing rigorous programmes which foster the empowerment of the workforce in organisations for both generations and reduce resistance to changeen_ZA
dc.description.librarianXL2017en_ZA
dc.format.extentOnline resource (98 leaves)
dc.identifier.citationKemeng, Heidie Seipati Josephine (2017) Generation X and generation Y: the moderating effect of transformational leadership on resistance to change and psychological empowerment among employees in Johannesburg, University of the Witwatersrand, Johannesburg, <https://hdl.handle.net/10539/24807>
dc.identifier.urihttps://hdl.handle.net/10539/24807
dc.language.isoenen_ZA
dc.subject.lcshLeadership--South Africa--Psychological aspects
dc.subject.lcshLeadership--South Africa.
dc.subject.lcshOrganizational change--South Africa
dc.titleGeneration X and generation Y: the moderating effect of transformational leadership on resistance to change and psychological empowerment among employees in Johannesburgen_ZA
dc.typeThesisen_ZA
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