Elisabeth Supriharyanti (2022) LEADER CAPABILITY, ORGANIZATIONAL CHANGE CAPABILITY AND PERFORMANCE IN HIGHER EDUCATION. Disertasi thesis, Universitas Airlangga.

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Abstract

Today, organizations face rapid political, economic, social, and technological changes, making the world of organizations highly volatile, uncertain, complex, and ambiguous (Murugan et al., 2020). This condition affects all organizations, including universities, which are the object of this research. In the last 30 years, HEI (higher education institution) have seen dynamic changes in HEI worldwide, especially in adapting to market requirements for ranking competition (Collins and Park, 2016). The COVID-19 pandemic has also greatly impacted every aspect of human life, including higher education. At the same time, the performance of HE affects the nation's competitiveness as measured in the Global Competitiveness Index and the success of sustainable development (Sustainable Development Index). In the face of change, organizations need to develop organizational change capability (OCC) as a form of dynamic capability. Organizational change capability is the organization's ability to adapt old capabilities to the dynamism of change or generate new capabilities in the face of external changes. Leaders play a very important role in building OCC. Unfortunately, the OCC study is still fragmented has not reviewed the mechanism for the formation of the OCC; there is still a lack of empirical studies on how leaders can build OCC and the limited analysis of OCC with a multilevel approach. This study consists of a series of studies consisting of a systematic literature review and three studies with a quantitative approach that examines the antecedents and consequences of OCC. The quantitative approach is a follow-up to the gap finding in the previous review, which was carried out with single-level analysis and multilevel analysis. In general, a series of scientific dissertations has the following objectives: 1) To systematically review the OCC (systematic literature review) research over the last 15 years, reviewing the antecedent and consequent factors of the previous literature on OCC; 2) To test and analyze the mechanism of the formation of OCC and its consequences empirically; 3) To examine and analyze the influence of empowering leadership on team change capability empirically; 4) To examine and analyze the influence of the paradoxical mindset of leaders on OCC and organizational change performance with a multilevel study. Findings from a series of studies show 1) OCC includes three organizational level dimensions, including organizational learning capability, change process capability and change context capability as well as individuallevel dimensions, namely employee capacity and commitment (human capability); 2) Organizational learning capacity for change is the starting point for OCC, and this affects the capacity for change process, which then affects the context capacity for change. The relationship between learning capacity for change and context capacity for change is moderated by coercive pressure, and context capacity for change positively affects organizational performance.3) Empowering leadership influences organizational learning capability and change context capability for change mediated by team psycap. Empowering leadership has a direct effect on change process capability. 4) Leader’s paradox mindset and collective psycap affect OCC, and OCC also positively affects organizational change performance. The magnitude of the change moderated the influence of the leader's paradox mindset on OCC. Overall, the series of papers in this dissertation can contribute to the development of the organizational change capability literature at the individual (leader) and organizational levels. This study enriches the study of OCC from the perspective of DC theory and other theoretical perspectives such as institutional theory, resource conservation theory, paradox theory, and social cognitive theory. Each perspective underlies the proposed research model of a different phenomenon. This dissertation is also expected to guide leaders, especially university leaders, who face constant change. This research produces policy recommendations on how to build OCC, recruitment, training, and development of leaders related to the paradoxical cognitive abilities of the mindset and behavior of empowering leaders. OCC is the ability needed to deal with constant change, and the role of a leader is very important in developing it, especially in Indonesia HE.

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