Change readiness in Central Java Government: Effect of leadership, political skill and learning culture

Abstract

Orientation: Organisational change readiness plays a crucial role in the current change process, especially among leaders in government bureaucracy. They need to have political skills and values that underlie their leadership to build networks and maintain their influence. Therefore, it is important to examine the factors influencing attitudes towards organisational change.
Research purpose: This study examines the effects of value-based leadership and leader political skills on readiness for organisational change, moderated by learning culture.
Motivation for the study: The readiness of leaders within the ranks of the civil service is crucial in driving continuous and sustainable change.
Research approach/design and method: This study is an explanatory research to analyse the issues of the readiness of the leaders as the employees in dealing with organisational changes. The subjects were 407 supervising managers in Central Java Province who were chosen using random sampling based on regencies and municipalities in Central Java. Data retrieval was taken using self-report model and the analysis was using Structural Equation Modeling (SEM). Data analysis shows that the main hypothesis has been proven and the model used is satisfactory.
Main findings: The main findings indicate that the structural equation model revealed that value-based leadership and leader political skill affect the readiness for organisational change with learning culture as the moderation variable.
Practical/managerial implications: Government organisations need to foster a learning culture to develop bureaucratic leaders who are prepared to adapt to changes by strengthening the values underlying leadership and enhancing political skills.
Contribution/value-add: This study has presented the advantageous impact of value-based leadership and political skill on organisational change readiness.