The mediating effect of change management
DOI:
https://doi.org/10.15170/MM.2026.60.01.01Kulcsszavak:
transformational leadership, organizational performance, change management, balanced scorecard, mediator effectAbsztrakt
THE AIM OF THE PAPER
This study investigates the impact of transformational leadership on organizational performance through
change management. It investigates which leadership behaviours and change-management steps drive this
effect and how it differs across financial and non-financial performance dimensions in SMEs using the Balanced Scorecard.
METHODOLOGY
Regression-based mediation analyses were applied to test overall and dimension-specific effects. Q1–Q4 guided the examination of leadership dimensions, change management steps, and performance outcomes, including phase-specific effects during execution and institutionalization.
MOST IMPORTANT RESULTS
Transformational leadership has a positive impact on organizational performance, primarily through change
management. Mediation is strongest in the execution and institutionalization phases, especially for behaviours
that engage and empower employees, and is more pronounced for non-financial outcomes.
RECOMMENDATIONS
Leaders should adopt a transformational style and focus on leadership behaviours and change-management practices that are the most effective during the execution and institutionalization phases. Employee involvement
in these phases is critical, and leadership development programs should emphasize these competencies
to enhance sustainable performance.
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