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The Effects of Perceived Leadership Styles and Emotional Intelligence on Attitude toward Organizational Change among Secondary School Teachers

This study employed a descriptive-correlational research design to investigate the relationships of perceived leadership styles and emotional intelligence on attitude toward organizational change in Malaysian secondary school context. The study involved a total of 360 teachers chosen randomly from five secondary schools in Selangor. The study was conducted based on the three-stage planned change from Lewin’s (1947). This study only focuses on the unfreezing stage as a guide to study the potential relationships of the three research variables. In this study, the leadership styles were derived from Bass and Avolio’s (2000) model of transformational and transactional leadership, while emotional intelligence has been referred to Wong and Law’s (2002) theory. However, the dependent variable of attitude toward organizational change was referred to Dunham, Grube, Gardner, Cummings & Pierce (1989). The conceptual framework of this study proposed an impact of leadership styles and emotional intelligence on the attitude toward organizational change. The correlation analysis shows that leadership styles and emotional intelligence are positively linked to attitude toward organizational change. Basically, the findings have practical implications toward the improvement of principals’ leadership and enhancement of emotional intelligence of teachers.  Besides, it also has implications on the attitude toward organizational change in Malaysian education system.