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Leadership is a core component of organizational management, but its functions are getting more complex with the increasing involvement of changes taking place in the world. As such, the complicated operation of managing cognitive rigidity as a form of resistance to change amongst employees is very critical. On the other hand, resistance to change is described as one of the impediments to organizational expansion due to its negative consequences. To cope with change, there is a need for an effective leadership style. This study focuses on the association between change leadership styles, i.e., transformational and transactional leadership styles with cognitive rigidity as a form of resistance to change. The study further seeks to investigate the impact of these leadership styles on employees’ resistance to cognitive rigidity at the selected automobile dealerships in the Durban Metropolitan Region of KwaZulu-Natal in South Africa. Theories on change and leadership styles have been considered in this paper. A descriptive survey design was adopted to collect information from a stratified sample size using self-administered questionnaires to 170 staff at automotive dealerships in the metropolitan of Durban in South Africa. Pearson correlational and regression analysis were employed to analyze data. Results indicated significant correlations between these change leadership styles and cognitive rigidity as a form of resistance to change. However, the transactional leadership style revealed a more substantial possibility of increasing resistance to change. The study recommends that management practice the transformational leadership style to encourage employee participation in the decision, build confidence, accept constructive criticisms, effective communication and transparency, thereby reducing rigidity.

The effects of idealised influence as one of the four components of transformational leadership serve as a critical dimension of leadership style. Others include inspirational motivation, intellectual stimulation, and gaining the admiration, trust, and respect of the followers. However, this study focuses on the context of employee resistance to change and its varying dimensions about the role idealised influence plays as a mediator in mitigating resistance to change and facilitating a successful change implementation at selected automobile dealerships in eThekwini Region of KwaZulu-Natal. Idealised influence refers to the leader’s ability to act as role model and gain the admiration of employees and by so doing, positively influence employee’s resistance to change. The study examines the effects of idealised influence on employee resistance to change at the automobile dealership organisations in the eThekwini Region of KwaZulu-Natal. The study investigates the mediating role of idealised influence on employee resistance to change at the automobile dealership organisations in the eThekwini Region of KwaZulu-Natal. Assessment was based on the effect of this leadership style component and its impact on employees’ willingness to accept or resist changes introduced at the selected organisations. Of the 270 staff members identified for participation, 196 questionnaires were returned and analysed using the convergent data analysis as well as the Structural Equation Model (SEM). The study revealed that the idealised influence is positively associated with the staff quick acceptance of change. The study improves the existing framework with regards to understanding how leaders with idealised influence can facilitate change management acceptance of employees by embracing and inculcating the essence of idealised influence. The results can help managers and change management interventionists formulate human resource development to improve change management planning programmmes.

Events that unfolded in the past decade- the ease of new entrants into the South African banking sector, uncertain economic outlook, the 2008 global financial crisis, competition within the South African banking sector, have changed the retail banking landscape in South Africa. Retail banks are under tremendous pressure to realign their banking operations to meet these global challenges. Conforming to the mounting pressure in the South African banking sector, Barclays PLC a major shareholder in Barclays Africa Group now (Absa bank) announced its departure from the bank. A move that made it lose its strategic partner with over 100 years of experience working in Africa. The departure was received with mixed reactions across the banking landscape. Research on customer engagement in South African banking sector is still in its infancy and no study has been undertaken to determine the impact of customer engagement on organisational change communication during episodes of organisational change. To address this research gap, this study seeks to determine the impact of customer engagement on organisational change communication at Absa bank in the greater Durban area. The study adopted a quantitative research paradigm, with a pre-coded structured closed ended questionnaire on a 5-point Likert scale administered to a target population of 650 000 Absa customers in the greater Durban area. Sekaran statistical table was used for sample selection. A sample of 384 customers was selected using convenience sampling a non-probability sampling technique. Some notable conclusions resulted from the extensive statistical analysis, which were also validated by national and international studies undertaken by various researchers, who also demonstrated concordance or discordance with the current findings and were appropriately referenced.

Events that unfolded in the past decade- the ease of new entrants into the South African banking sector, uncertain economic outlook, the 2008 global financial crisis, competition within the South African banking sector, have changed the retail banking landscape in South Africa. Retail banks are under tremendous pressure to realign their banking operations to meet these global challenges. Conforming to the mounting pressure in the South African banking sector, Barclays PLC a major shareholder in Barclays Africa Group now (Absa bank) announced its departure from the bank. A move that made it lose its strategic partner with over 100 years of experience working in Africa. The departure was received with mixed reactions across the banking landscape. Research on customer engagement in South African banking sector is still in its infancy and no study has been undertaken to determine the impact of customer engagement on organisational change communication during episodes of organisational change. To address this research gap, this study seeks to determine the impact of customer engagement on organisational change communication at Absa bank in the greater Durban area. The study adopted a quantitative research paradigm, with a pre-coded structured closed ended questionnaire on a 5-point Likert scale administered to a target population of 650 000 Absa customers in the greater Durban area. Sekaran statistical table was used for sample selection. A sample of 384 customers was selected using convenience sampling a non-probability sampling technique. Some notable conclusions resulted from the extensive statistical analysis, which were also validated by national and international studies undertaken by various researchers, who also demonstrated concordance or discordance with the current findings and were appropriately referenced.

The effects of idealised influence as one of the four components of transformational leadership serve as a critical dimension of leadership style. Others include inspirational motivation, intellectual stimulation, and gaining the admiration, trust, and respect of the followers. However, this study focuses on the context of employee resistance to change and its varying dimensions about the role idealised influence plays as a mediator in mitigating resistance to change and facilitating a successful change implementation at selected automobile dealerships in eThekwini Region of KwaZulu-Natal. Idealised influence refers to the leader’s ability to act as role model and gain the admiration of employees and by so doing, positively influence employee’s resistance to change. The study examines the effects of idealised influence on employee resistance to change at the automobile dealership organisations in the eThekwini Region of KwaZulu-Natal. The study investigates the mediating role of idealised influence on employee resistance to change at the automobile dealership organisations in the eThekwini Region of KwaZulu-Natal. Assessment was based on the effect of this leadership style component and its impact on employees’ willingness to accept or resist changes introduced at the selected organisations. Of the 270 staff members identified for participation, 196 questionnaires were returned and analysed using the convergent data analysis as well as the Structural Equation Model (SEM). The study revealed that the idealised influence is positively associated with the staff quick acceptance of change. The study improves the existing framework with regards to understanding how leaders with idealised influence can facilitate change management acceptance of employees by embracing and inculcating the essence of idealised influence. The results can help managers and change management interventionists formulate human resource development to improve change management planning programmmes.

Leadership is a core component of organizational management, but its functions are getting more complex with the increasing involvement of changes taking place in the world. As such, the complicated operation of managing cognitive rigidity as a form of resistance to change amongst employees is very critical. On the other hand, resistance to change is described as one of the impediments to organizational expansion due to its negative consequences. To cope with change, there is a need for an effective leadership style. This study focuses on the association between change leadership styles, i.e., transformational and transactional leadership styles with cognitive rigidity as a form of resistance to change. The study further seeks to investigate the impact of these leadership styles on employees’ resistance to cognitive rigidity at the selected automobile dealerships in the Durban Metropolitan Region of KwaZulu-Natal in South Africa. Theories on change and leadership styles have been considered in this paper. A descriptive survey design was adopted to collect information from a stratified sample size using self-administered questionnaires to 170 staff at automotive dealerships in the metropolitan of Durban in South Africa. Pearson correlational and regression analysis were employed to analyze data. Results indicated significant correlations between these change leadership styles and cognitive rigidity as a form of resistance to change. However, the transactional leadership style revealed a more substantial possibility of increasing resistance to change. The study recommends that management practice the transformational leadership style to encourage employee participation in the decision, build confidence, accept constructive criticisms, effective communication and transparency, thereby reducing rigidity.