The Influence of Organizational Change Leadership on Strategic Performance: The Mediating Role of Organizational Climate

Abstract

Managing change is essential to achieving high levels of strategic performance, enabling organizations to effectively adapt to highly dynamic environments by considering new structures, adopting technologies, and implementing new processes. In this context, this research examines the effect of organizational change leadership on strategic performance, mediated by organizational climate, in Jordanian organizations in the service sector. This quantitative, non-experimental study collected cross-sectional data from 433 managers of service-providing organizations, one of the most important sectors of the Jordanian economy, through an online survey comprising a 20-item Likert- based questionnaire with five options for rating each item. The data were processed in SPSS and AMOS, confirmatory factor analysis was applied to test the proposed model and modeled through structural equations, in order to test the veracity of the hypotheses raised. The results revealed that, in service organizations, there is partial mediation of culture, relating organizational change leadership to strategic performance, with a coefficient of 0.093. Furthermore, organizational change leadership has a direct positive effect on strategic performance (β=0.262, SE=0.127, p<0.05), as well as on organizational climate (β=0.502, SE=0.134, p<0.01). Likewise, organizational climate has a positive impact on strategic performance (β=0.322, SE=0.061, p<0.01). This study integrates three variables within the service business environment, provides valuable empirical evidence, and addresses an important gap in the literature, highlighting organizational climate as a key mediator in organizational change processes, enabling organizations to achieve improved performance levels.