An empirical study of employee perceptions of change leadership and the effect on employee stress.

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dc.contributor.advisor Thomson, Elza.
dc.creator Koovarjee, Jayprakash.
dc.date.accessioned 2011-05-04T08:58:01Z
dc.date.available 2011-05-04T08:58:01Z
dc.date.created 2003
dc.date.issued 2003
dc.identifier.uri http://hdl.handle.net/10413/2744
dc.description Thesis (MBA)-University of Natal, Durban, 2003. en_US
dc.description.abstract The world is changing more rapidly than ever before. Today's most successful organizations are changing fast and having to make sure that its internal changes are keeping pace with what is happening in the external environment. The process of organizational change can be complex and messy. The responsibility of leaders is to guide employees and the organization through the change process. Employees often view change as disruptive and painful, resulting in stress. This study examines a company that has undergone, and continues to undergo a fast pace of change. The aim of this research is to examine the effect that employee perceptions of change leadership have on their level of stress with a view to exposing the linkages, if any, between these concepts. If such linkages are perceived to exist, then well-conducted and communicated organizational change will be successful in yielding the desired results. Effective change can only be achieved through employees that are motivated, participating in and owning the organizational change. en_US
dc.language.iso en en_US
dc.subject Theses--Business administration. en_US
dc.subject Organizational change--Management. en_US
dc.subject Corporate reorganizations--Management. en_US
dc.subject Employees--Attitudes. en_US
dc.subject Job stress. en_US
dc.title An empirical study of employee perceptions of change leadership and the effect on employee stress. en_US
dc.type Thesis en_US

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