Transformational Leadership and Employee Resistance

Abstract

This thesis explores how transformational leadership can overcome employee resistance to organizational change. The research investigates key psychological mechanisms, including trust-building and emotional engagement, that transformational leaders use to reduce resistance. Using established theories and literature, it examines both the strengths and limitations of this leadership style. The findings suggest that transformational leadership, when authentically applied, facilitates smoother transitions by fostering motivation, shared vision, and a supportive environment. However, effectiveness may vary depending on context, and not all resistance should be dismissed, especially when change lacks ethical grounding or shared relevance.