The Effect of Transformational Leadership on Organizational Culture Change: A Case Study of the Manufacturing Industry
Why this work is in the frame
A frame that forgets how it found something cannot be audited. These are the routes that admitted this work.
Bibliographic record
Abstract
This study aims to analyze the influence of transformational leadership on organizational culture changes in the manufacturing industry. The phenomenon behind this research is the challenges faced by the manufacturing industry in adapting to the dynamics of the business environment, such as technological developments, global competition, and demands for increased innovation and efficiency. Many manufacturing companies have difficulty adapting due to rigid organizational cultures and employee resistance to change. Transformational leadership is seen as an approach that is able to overcome these obstacles by encouraging adaptive, innovative, and performance-oriented cultural change through empowerment, motivation, and effective communication. This study uses a quantitative method with survey techniques as a data collection tool. A total of 121 respondents, consisting of employees in the manufacturing sector, were selected using the purposive sampling technique. The research instrument is in the form of a closed questionnaire with a five-point Likert scale. The data obtained were analyzed using SPSS version 25 software to conduct validity, reliability, and multiple linear regression tests to test the relationship and influence between transformational leadership and organizational culture change. The results of the study show that transformational leadership has a significant influence in creating a more adaptive, innovative, and performance-oriented organizational culture. Factors such as effective communication, employee engagement, and an appreciation for creativity were found to be important elements in supporting such change. These findings suggest that the application of transformational leadership is particularly relevant in the dynamic manufacturing industry, especially in the face of market challenges and changing business environments. Leaders in this industry are expected to adopt transformational leadership to build a more responsive and productive organizational culture.
Fetched live from OpenAlex and de-inverted. Abstracts are not stored in this database: the inverted indexes are 8.6 GB of the frame’s 9.3 GB of text, and the host has 13 GB free.
Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.000 | 0.000 |
| Meta-epidemiology (narrow) | 0.000 | 0.000 |
| Meta-epidemiology (broad) | 0.000 | 0.000 |
| Bibliometrics | 0.000 | 0.000 |
| Science and technology studies | 0.000 | 0.000 |
| Scholarly communication | 0.000 | 0.000 |
| Open science | 0.000 | 0.000 |
| Research integrity | 0.000 | 0.000 |
| Insufficient payload (model declined to judge) | 0.000 | 0.000 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from it