Openness, transformational leadership, and individual change readiness

Author/Creator

Author/Creator ORCID

Date

2016-03-04

Department

Program

Towson University. Human Resources Development Program

Citation of Original Publication

Rights

Subjects

Abstract

This study tested the effects of openness and transformational leadership on individual change readiness. Undergraduate students (N=84) were tested using an adaptation of Morizot’s the Big Five Personality Trait Short Questionnaire (2014). Participants were given a change scenario on the day of the experiment, either with a condition of transformational leadership or no transformational leadership. Then participants completed an adaptation of the Work Preferences Index and Change Assessment survey in order to establish a readiness score. Multiple regression analysis found the overall model of predictors of openness, leadership condition, and the interaction of the two predicted individual change readiness. Openness scores positively predicted readiness scores, but there were no other significant main effects or interaction effects. Problems with the validity of the leadership variable could explain theses outcomes.