Literature Review

Transparent Communication and openness to

change
The research was carried out with the goal of discovering connections between various
organizational variables and employee trust. Transparent corporate communication was one of
the factors. To discover the link, the researchers conducted an online questionnaire of 391
individuals from various industrial sectors in the United States. They discovered that one of the
variables, transparent organizational communication, has a direct and significant impact on
employees' trust in their organizations. Furthermore, their findings show that authentic
leadership has a direct and indirect impact on employee trust, with the indirect impact via
transparent organizational communication being more important than the direct impact,
accounting for significantly greater variance in employee trust.
(Jiang & Luo, 2018)

Jiang and men carried out the research for the purpose to find, purpose and test The model
that examined how authentic leadership, transparent organizational communication, and work-
life enrichment are interrelated. They conducted their research Based on a random sample of
employees (n = 391) working across different industrial sectors in the United States. They found
out transparent internal communication has a direct positive relationship with employee trust
toward organizations. Moreover from their result, they generated the opinion that since there‘s
is a direct relationship between employees trust toward the organization and transparent
internal communication. Therefore transparent communication cultivates trust and help in
overcoming the issue of uncertainty. Hence it can be a building block to employees openness to
change and creating desired behaviour to achieve change goals. So as far as our research is
concerned, Along this line, we argue that an organization’s effort in engaging in transparent
communication sends out a signal to employees that the organization is frank, honest, open,
and would take employees’ concerns and feedback in consideration during the change.
(Jiang and men(2017)

One research purposed a theoretical model to understand the role of internal communication
and its effects on employees’ management of organizational change. The study reached its
result though An online survey was conducted with 490 full-time employees in the U.S. during
the second and third weeks of April 2020. The researcher found out that transparent internal
communication can help encourage problem-focused control coping, reduce uncertainty, and
foster employee-organization relationships during organizational change. The result also
showed that when facing organizational change related to a public health emergency (i.e.,
COVID-19 in this study), transparent communication by organizations can impact how
employees cope with those changes and reduce their change-related uncertainty. As far as our
study is concerned along with this line the transparent communication by organizations may
have some direct as well as a positive relationship with Employees openness to the change.
Li, J. Y., Sun, R., Tao, W., & Lee, Y. (2021)

Research in The United stated of America was based on a questionnaire that was filled by a
random sample of employees. One aim of the research was to investigate the interplay between
transformational leadership, transparent communication, and
organizational trust, and their impact on employee openness to change. One of the hypotheses
in the research was that” Transparent communication during the change is positively associated
with employee openness to change” The Study found out that transparent communication was
positively associated with employee organizational trust, which in turn, positively influenced
employee openness to change. In addition, The study also found a positive association
between perceived transparent communication and employee organizational trust. This study
also reinforced the notion that as organizations increase their communication transparency, they
will become more trusted from the perspective of employees.
Yue, C. A., Men, L. R., & Ferguson, M. A. (2019)

One study was conducted for the purpose of investigating the factor affecting the employee’s
openness to change during the process of change and how leadership affects that.
They collected the data from 310 employees working across different service industries in
Karachi. One of their research questions was that What is the relationship between transparent
communication and employees’ openness to Change? They hypothesized that authentic
leadership affects organizational trust during change both directly, as well as by inducing
transparent communication. Trust would in turn positively affect openness to change.
The Data showed that transparent communication has significant direct and indirect
relationships with employees’ openness to change. In addition to it the researchers also went an
extra mile and examines communication impact on employee’s openness to change and reveal
how effective communication in an organization is pivotal for organizational change, crafting
transparency and giving voice to employees to be involved in decision making and
Brainstorming. The study exerts that transparent communication is a strong and significant
direct relationship with employees' openness to change.
Basit, A., & Siddiqui, D. A. (2020)
Transformational leadership and openness to
change
Alqatawenh Carried out the study with the aim to identify the relationship between some
dimensions of transformational leadership namely: Idealized Influence, Inspirational motivation,
Intellectual stimulation and empowerment, and change management in Jordanian Insurance
companies. To get to the results A questionnaire was developed to investigate the dimensions
of the study and was applied to a sample that consisted of 500 respondents. The study has
concluded that the dimensions of transformational leadership (Idealized Influence, Inspirational
motivation, Intellectual stimulation and Empowerment) and change management are available
in Jordanian Insurance companies. The study provides insight into the significance of
transformational leadership as a panacea to change management. Based on the results the
researchers are of opinion that transformational leadership does have an impact on change
management.
Alqatawenh, A. S. (2018).

Stefanie & Stefan Carried out the Research in 2018 in order to analyses work engagement and
the perceived consequences of a change (valence) as motivational mechanisms that explain the
influence of transformational leaders on employees’ behaviour during change. The study
engaged 328 employees who were experiencing organizational change to complete a survey
and used structural equation modelling for data analysis. The Study Found out that
Transformational leadership increases employees’ work engagement and perceptions of
attractive change consequences, subsequently evoking employee behaviour in support of
change. the study expands the research on the role of transformational leadership during
organizational change and helps to sensitize managers about how they can positively influence
employees in the course of organizational change. Furthermore, it was shown that
transformational leaders can increase employees’ valence and, thus, their perception of a
change’s consequences as beneficial and that transformational leaders increase employees’
work engagement during organizational change

Stefanie Faupel & Stefan Süß (2018)

Basit & Siddiqui conducted the study for the purpose of investigating the factor affecting the
employee’s openness to change during the process of change and how leadership affects that.
They collected the data from 310 employees working across different service industries in
Karachi. They hypothesized that authentic leadership affects organizational trust during change
both directly, as well as by inducing transparent communication. Trust would in turn positively
affect openness to change. One of their research questions was that What is the relationship
between authentic leadership and employees openness to Change? This study found that
authentic leadership has a significant impact on employee openness to change.
Basit, A., & Siddiqui, D. A. (2020)
But here in our study, we have incorporated transformational leadership to authentic leadership.
So there may or may not be a change in the effect of transformational leadership to employees
openness to change.

The study was conducted in the United States of America. The study was based on a
questionnaire completed by a random sample of employees. The study sought to investigate the
impact of transformational leadership and transparent organisational communication on
fostering employee organisational trust during a period of organisational change.
"Transformational leadership during the shift is favourably associated with employee willingness
to change," according to one of the research hypotheses. There was no clear link between
transformative leadership and employee willingness to change. However, the findings indicate
that organisational trust is a mechanistic phenomenon. However, The results suggest that
organizational trust is a mediator through which transparent communication and
transformational leadership influence employee openness to change. The result demonstrated
that transformational leadership played a positive role in engendering employee organizational
trust.
Yue, C. A., Men, L. R., & Ferguson, M. A. (2019)

The researchers Conducted research that aims to investigate the relationship between
transformational leadership style and factors of employees’ reactions towards organizational
change in the telecommunication sector of Pakistan. A mixed-methods study design was
applied to investigate the factors underlying the phenomenon of transformational leadership and
organizational change. The results of the study showed that transformational leadership style
was positively related to all three factors of employees’ reactions (frequency of change, trust in
management and employees’ participation) towards organizational change.
Busari, A. H., Khan, S. N., Abdullah, S. M., & Mughal, Y. H. (2019)

Islam, Furuoka, & Idris in 2021 carried out the research with aim to find out examine the
influence of transformational leadership on employee championing behaviour and tested the
mediating role of trust in leadership between transformational leadership and championing
behaviour in the context of organizational change. This study collected data through a
questionnaire survey from 300 full-time employees who were working in Bangladesh’s banking
sector. The results of this study reveal that transformation leadership significantly influences
employee trust in leadership and championing behavior during organizational change. Also, this
study uncovers the mediating effect of trust in leadership in the relationship between
transformational leadership and employee championing behavior during organizational change.
Islam, M. N., Furuoka, F., & Idris, A. (2021)
Researchers carried out the study with the aim to systematically organise and summarise
findings from various studies on the linkage between transformational leadership and
employees’ reactions to organizational change. The researcher conducted a meta-analysis of
30 empirical studies that included 39 independent effect sizes and 12,240 participants. The
meta-analysis found that transformational leadership exhibited a positive relationship with a
commitment to change, openness to change, and readiness for change. In addition to it
Moderation analyses showed that in cross-sectional (vs. longitudinal) designs, transformational
leadership exhibited a stronger correlation with openness to change and cynicism about
change.
Peng, J., Li, M., Wang, Z., & Lin, Y. (2021)

Organizational Trust and Openness to Change

One research to investigate the moderating role of fear of failure on the relationship between
organisational trust and employee adaptation to change in the Nigerian banking sector. The
Result was acquired through conducting Data analysis using moderated regression analysis.
Two hundred and seventy (270) bank employees (180 men and 90 women) participated in the
study. Results of the analysis showed that organizational trust did not significantly predict
employee adaptation to change. The findings showed that organizational trust and fear of failure
which had predicted positive job behavior in Western cultures are also critical in understanding
Nigerian bank workers’ adaptation to change. One of the hypotheses was that Organizational
trust will positively predict employee adaptation to change. The hypothesis was not supported
by the finding of this study The results of the study showed that organizational trust was not a
significant predictor of employee adaptation. But here the researcher has stated that This
finding is surprising and contradicts the findings of other researchers.
Ujoatuonu, I. V., Onyishi, I. E., Apex-Apeh, C. O., Ezeasor, N. A., & Okeke, O. J. (2018)

The goal of the study was to look into the factors that influence an employee's willingness to
change during a change process, as well as how leadership influences this. They gathered
information from 310 employees in Karachi who worked in a variety of service businesses.
What is the relationship between organizational trust and employees' receptivity to change? was
one of their research topics. The findings show that organizational trust and openness to
change have a strong relationship. Empirical investigations support the concept by
demonstrating a substantial link. As a result, more employees have faith in their organizations
during the transition. They are dependent on organizational word, action, and intention in the
process of change and they are more likely to develop behavior and attitude toward change.
Basit, A., & Siddiqui, D. A. (2020)
There is one research that examined whether trust in management mediates the relationships
between two types of leadership (transactional and transformational) and acceptance of change
in the Hong Kong public sector. Data from 68 civil servants in the Hong Kong SAR Government
were used in the partial least squares analysis. The findings from civil servants show that
although trust in management mediates the relationship between both types of leadership and
acceptance of change, transformational leadership is more effective in increasing both trust and
acceptance of the change. One of their hypothesis was that Trust in management is positively
correlated to acceptance of the change. the findings show that trust in management is positively
correlated to acceptance of the change.
Cai, W. J., Loon, M., & Wong, P. H. K. (2018)

In the United States, a study based on a questionnaire completed by a random sample of

employees was undertaken. The study's goal was to explore the relationship between
transformational leadership, transparent communication, and organisational trust, as well as
their influence on employee receptivity to change. According to one of the research hypotheses,
"employee organisational trust during transition is favourably related with employee openness to
change." According to the findings of the study, employee organisational trust has a strong
positive relationship with employee openness to change, therefore confirming Hypothesis.
The study confirmed a strong positive association between employee trust toward organizations
and their openness to organizational change. Specifically, the more employees trust their
organizations during the change; in other words, they rely on their organizations’ words and
actions hold faith in organizational justice, fairness, and competence in surviving the change,
the more likely they develop a welcoming attitude toward the change and support change.
Yue, C. A., Men, L. R., & Ferguson, M. A. (2019)

Samaranayake & Takemura in 2017 Carried out this research to investigated the relationships
between organizational commitment, trust in peers and management and employee change
readiness. The result was acquired through a cross-sectional questionnaire survey that collect
data from a sample of 185 randomly selected employees in an export-oriented business firm in
Sri Lanka. This article unveiled that organizational commitment and trust in peers and
management were significantly and positively correlated to employee readiness for
organizational change.
Samaranayake, S. U., & Takemura, T. (2017)
Self Awareness and Openness to change
Okpara carried out the research to This study investigated the relationship between self
awareness and organizational performance in the Nigerian banking industry.
The study was a survey and the sample for the study consisted of two hundred and ten bank
managers in South-South area of Nigeria. The results of our analysis showed that self-
awareness is positively related to net profit and return on investment, but no strong relationship
was found between self-awareness and market share.
Okpara, A. (2015)
Along with this, we will incorporate organisational performance with organisational trust and
employee openness to change. Since self-awareness has a significant effect on the
performance of employees it may or may not have an impact on employees openness to
change.

Basit and Siddiqui conducted the study in 2020 with the objective of investigating the variables
impacting workers' receptivity to change during the transformation process, as well as how
leadership impacts this. They obtained data from 310 people working in various service
industries in Karachi. One of their hypotheses was that self-awareness has a significant and
positive influence on employee organisational trust throughout the transition. The study finding
leads the researcher to reject the hypothesis that Self-Awareness is an insignificant relationship
with building organizational trust during change. That shows that self-awareness is no positive
effect on organizational trust, and thus it does not affect the employes openness to change.
Basit, A., & Siddiqui, D. A. (2020)

One research was conducted to examines the effects of leaders' self-awareness of their own
leadership on followers' satisfaction, self-leadership, and leader effectiveness. Participants
included 48 leaders and 222 of their followers employed by a Mid-Atlantic defence company.
Results from polynomial regression analyses indicate that self-awareness of transformational
leadership is related to leader effectiveness and followers’ supervisory satisfaction.
Tekleab, A. G., Sims Jr, H. P., Yun, S., Tesluk, P. E., & Cox, J. (2008)

As far as our data is concerned, since the serf awareness of transformational leaders effect
employee satisfaction, then as per the assumption, it may have an effect on employee
openness to change.
One research examined the impact of transformational leadership and transparent
organisational communication on developing employee organisational trust during an
organisational transition event. The study was based on a questionnaire completed by a random
sample of employees. The study also looks into the interactions between transformational
leadership, transparent communication, and organisational trust, as well as how these affect
employee willingness to change. Based on the findings, the researcher concluded that the
emotional bonds that transformational leaders develop with their employees during the transition
process increase employees' understanding, acceptance, and commitment to the organization's
shared mission and vision.
Yue, C. A., Men, L. R., & Ferguson, M. A. (2019)