LEADERSHIP STYLES AND ORGANIZATIONAL CHANGE IN DEVELOPMENT BANK OF NEPAL

Abstract

The objective of this research was to investigate how different leadership styles impact organizational change within the development bank of Nepal. In the study, transactional and transformational leadership style were independent variable, organizational culture were moderate variable and organizational change were dependent variable. Four research questions and five hypotheses were formulated to meet the research objective. The research study employed a qualitative and explanatory methodology to investigate the leadership style and organizational change, taking organizational culture as a moderate variable. The study was conducted by obtaining the necessary data through the use of structured questionnaires. 8 national level development bank has selected as sample from out of 17 development bank and 206 responded has collected from employees working 8 development banks. SPSS software has used for statistical data analysis (i.e. frequency, percentage, mean, standard deviation correlation and regression analysis). The study found that transformational leadership style less effect for organizational change, where transactional leadership has higher effect for organizational change and organizational culture has moderate influence for organizational change.