A Structural Model Analysis of Transformational Leadership and Resistance toward Change Influencing Openness to Organizational Change Mediated through Self-efficacy -Centered on Hotel Employees-

Each employee in hotel organization has different attitude toward organizational change influenced by internal and/or external factors. At this point, this study was aimed to investigate the following relationships. The first was the effect of superiors' transformational leadership on the resistance toward change. Secondly, the study explored whether transformational leadership and resistance toward change were related to employees' self-efficacy. Finally, it examined the effect of self-efficacy on openness to organizational change. An experimental design was applied to test four hypotheses that reflected the research questions. Five star hotels in Seoul Metropolitan were targeted to be surveyed. A total of 131faithful cases out of 300 cases were analyzed in this study. Descriptive statistics and multivariate analysis of variance, and structural equation modeling(SEM) are utilized. Further, the SPSS and AMOS 7 were used to analyze the data. Results of this study indicated that transformational leadership is significantly related to hotel employees' resistance toward change. At the same time, It showed that hotel employees' self-efficacy was improved by transformational leadership and discouraged by resistance to change. Additionally, openness to change is positively influenced by self-efficacy. In conclusion, the findings of the study give several implications for hotel managers, employees, and organizational change practitioners.