Impact of leadership practices and cultural attributes on an employee's readiness to change: A quantitative study

The purpose of this quantitative study was to explore what if any leadership practices or cultural attributes impact an employee's readiness to change. In addition, the study explores if an employee's role, gender, age, or tenure have any moderating effect on the leadership practices and cultural attributes and their impact on readiness to change. This study used a quantitative correlational research design to evaluate the impact of a leader/manager's leadership practices and cultural attributes (predictive variables) on an employee's readiness to change (dependent variables) and if these were in any way moderated by age, gender, role, or tenure (independent variables). Inferential statistics used to evaluate the data from the sample tested. Reliability analyses conducted on the criterion and predictor variables. Zero-order correlation, moderated multiple regression, and multivariate analyses of variance (MANOVA) used to assess the four research questions asked by the researcher. This study did find that there are leadership practices and cultural attributes that significantly impact an employee's readiness to change, however employee's role, gender, age, and tenure were not found to have any moderating or correlational effect on the predictor or dependent variables.