Perceived Organizational Support, Self-Efficacy, and Transformational Leadership Affect Change Readiness

Ade Arma Lestari, Agusdin Agusdin, Hermanto Hermanto


This study aims to determine the effect of perceived organizational support, self-efficacy, and transformational leadership on readiness for change related to job transfer from structural echelon IV to functional positions in the Sumbawa Regency. The type of research is quantitative research, research respondents consist of:266 echelon IV officials who were transferred to functional positions. Data collection using questionnaire techniques and data analysis methods using Partial Least Square Analysis (SmartPLS) which aims to predict the effect of variable X on Y and explain the theoretical relationship between the two variables so that the results of the study state that perceived organizational support has a positive and significant effect on readiness for change,  self-efficacy has a positive and significant effect on readiness for change, and transformational leadership has a positive and significant effect on readiness for change. Employee readiness in facing change is strongly supported by perceived organizational support, self-efficacy, and transformational leadership felt by employees. Although this research shows positive results, support from the Regional Government is still very much needed in the transfer of structural positions from echelon IV to functional positions. This support can be in the form of budgeting for training, fostering functional positions by bringing in professional resource persons, as well as coordinating with the Guiding Agencies.


Perceived Organizational Support; Self-Efficacy; Transformational Leadership; Readiness for Change; And Bureaucratic Simplification

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