Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau

Cai, WJ; Loon, M; Wong, PHK

Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau

Cai, WJ Loon, M Wong, PHK

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Publication Type:: Journal Article
Citation:: Journal of Organizational Change Management, 2018, 31 (5), pp. 1054 - 1070
Issue Date:: 2018-08-13

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Field	Value	Language
dc.contributor.author	Cai, WJ	en_US
dc.contributor.author	Loon, M	en_US
dc.contributor.author	Wong, PHK	en_US
dc.date.issued	2018-08-13	en_US
dc.identifier.citation	Journal of Organizational Change Management, 2018, 31 (5), pp. 1054 - 1070	en_US
dc.identifier.issn	0953-4814	en_US
dc.identifier.uri	http://hdl.handle.net/10453/134340
dc.description.abstract	© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to examine 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. Design/methodology/approach: Data from 68 civil servants in the Hong Kong SAR Government were used in the partial least squares analysis. Findings: 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 change. Research limitations/implications: The strong support for the mediation hypotheses highlights the need for leaders to be trusted by their followers if followers are to accept and support the change process. Trust in management is what ultimately reduces resistance to change. Practical implications: The findings from this study have demonstrated that one strategy available to leaders in the Hong Kong public sector is to concentrate on developing perceptions of trustworthiness by utilising both transactional leadership and transformational leadership but especially transformational leadership. Originality/value: This paper provides a unique and nuanced view of leadership and trust, and their effect on the acceptance of change in Hong Kong’s civil service bureau that operates in a turbulent environment. Public sector organisations in Hong Kong are unique in that they contend with pressures from Hong Kong nationals and also with pressures from the Government of Mainland China.	en_US
dc.relation.ispartof	Journal of Organizational Change Management	en_US
dc.relation.isbasedon	10.1108/JOCM-10-2016-0215	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau	en_US
dc.type	Journal Article
utslib.citation.volume	5	en_US
utslib.citation.volume	31	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Students
utslib.copyright.status	closed_access
pubs.issue	5	en_US
pubs.publication-status	Published	en_US
pubs.volume	31	en_US

Abstract:

© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to examine 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. Design/methodology/approach: Data from 68 civil servants in the Hong Kong SAR Government were used in the partial least squares analysis. Findings: 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 change. Research limitations/implications: The strong support for the mediation hypotheses highlights the need for leaders to be trusted by their followers if followers are to accept and support the change process. Trust in management is what ultimately reduces resistance to change. Practical implications: The findings from this study have demonstrated that one strategy available to leaders in the Hong Kong public sector is to concentrate on developing perceptions of trustworthiness by utilising both transactional leadership and transformational leadership but especially transformational leadership. Originality/value: This paper provides a unique and nuanced view of leadership and trust, and their effect on the acceptance of change in Hong Kong’s civil service bureau that operates in a turbulent environment. Public sector organisations in Hong Kong are unique in that they contend with pressures from Hong Kong nationals and also with pressures from the Government of Mainland China.

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http://hdl.handle.net/10453/134340