Abstract

This study aimed to understand employee perspectives on how leadership communication efforts impact employee engagement in an organization undergoing transformational change. Kotter’s change management model served as the framework and support for this study. One research question was developed to guide this study, and the qualitative case study approach was used. Data was collected through semi-structured interviews with 26 study participants. The researcher found that most participants had a negative perspective on their leader’s communication efforts during transformational change. Eight main categories were identified, with two to three coded themes each. The findings cannot be generalized to other organizations and industries, and the study is also subject to self-reporting bias, cross-sectional and case study in a single organization, and single business unit limitations. The negatives offer an opportunity for adjustments and improvement - not only at the current organization but also in similarly situated organizations facing the same issues.

Date of publication

2024

Document Type

Dissertation

Language

english

Persistent identifier

http://hdl.handle.net/10950/4797

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