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ORCID iD

https://orcid.org/0000-0002-7903-9893

Article Type

Research Article

Abstract

Resistance to organizational change is a significant obstacle to achieving the advantages of transformation, especially in today’s volatile, uncertain, complex, and ambiguous business environment (VUCA). While paternalistic leadership is relevant in cultures like Turkey, there is still limited research on how it affects resistance to change. This study examines whether paternalistic leadership, characterized by authority, benevolence, and moral integrity, reduces employee resistance to change, and how organization-based self-esteem (OBSE), workplace spirituality (WS), and leaders’ psychological capital (PSYCAP) moderate this relationship. Survey data from 468 employees in the financial sector were analyzed using structural equation modelling (SEM). Findings indicate that paternalistic leadership directly reduces resistance to change, and OBSE, WS, and PSYCAP independently lower resistance to change levels. Moreover, PSYCAP strengthens the effect of paternalistic leadership, whereas WS and OBSE do not act as moderators. The findings highlight the significance of leadership approaches that are strongly influenced by cultural factors. Psychological support also plays a key role in encouraging employees to behave effectively. The policy implications highlight the need for leadership development programs that increase PSYCAP. These programs should also incorporate leadership approaches that fit the local context, helping organizations manage change more effectively in VUCA conditions.

Keywords

VUCA, Resistance to Change, Paternalistic Leadership, Psychological Capital, Workplace Spirituality

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