Leadership Approaches and Their Influence on Organizational Change : A Case Study of K. S. Square Construction & Suppliers PVT. LTD.,Kathmandu Nepal
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The ongoing process of organizational change which construction companies implement as an essential requirement focuses on small and medium sized enterprises (SMEs) that operate within resource constrained environments. The leadership aspect determines how employees will understand and experience and deal with changes in their work. The research studies the effects of leadership behaviours on organizational development processes within a Nepali construction business. The research study investigates the ways in which leaders conduct their work by analysing their communication methods, support activities, decision-making processes and their ability to handle uncertainty during organizational changes while employees from various organizational levels perceive these leadership methods. The research study investigates the effect of leadership practices on employee motivation, trust and their willingness to accept organizational change.
The theoretical framework uses established leadership theories which include participative leadership, situational leadership and transformational leadership together with established organizational change models. The relationship between leadership behaviours and employee experiences can be understood through four fundamental concepts which include communication, employee involvement, motivation and change readiness. The concepts explain how leadership actions determine the effectiveness of implementing change while also shaping the emotional responses of employees.
The research study collected empirical data through eight semi structured interviews with employees who represented managerial, technical and site level roles. The researcher conducted interviews using the Nepali language which he later translated into English for analysis. The researcher conducted thematic analysis on the data after executing three coding stages which started with open coding and proceeded to axial coding and ended with selective coding. The approach enabled the researcher to find repeating patterns which formed six primary themes that showed how leadership behaviours impacted organizational change.
The research shows that the company uses a participative leadership style for its everyday operations and technical functions while leaders switch to a direct leadership style when facing urgent situations. The technical instructions were understandable through their communication, but verbal messages caused people to misunderstand their meaning. The research study identified three essential elements that helped organizations achieve successful change implementation which included leadership support, guidance and resource allocation. The leaders of the organization faced difficulties because their resources, which are common for small and medium enterprises created barriers which they could not handle. The organization practiced hierarchical decision making which allowed employees to participate in operational decisions while restricting them from taking part in strategic planning. Motivation levels rose with the introduction of new tools or projects but employees experienced stress due to unexpected changes and uncertainty. The effective leadership behaviours included making clear decisions, reaching timely decisions and providing supportive actions while the organization faced challenges because of slow decision-making processes and unclear communication methods.
The research study establishes that leadership behaviours determine the outcomes which organizations achieve during their change processes in environments where SME construction operates. The research study shows that organizations need to maintain communication consistency while enabling leadership flexibility and empowering employees to participate in decision making processes and organizations should provide support to build effective management practices.