Leaders as change implementers-A study on leaders’ influence and assistance in Indian academic institution context

The Indian education system, vast and dynamic, faces constant pressure to evolve. This driving force for change necessitates effective leadership at all levels within academic institutions. This study delves into the critical role leader’s play in influencing and assisting the implementation of change within the Indian academic context.

This study used a cross-sectional design with data collected from surveys of school principals and teachers in India. A total of 54 principals and 489 teachers participated in the study. The surveys measured leader resistance to change, leader support for change, and follower resistance to change. The study found that the resistance of leaders to change was positively related to the resistance of followers to change. This means that when leaders are resistant to change, their followers are more likely to be resistant as well. However, the study also found that leader support for change can lessen the negative impact of leader resistance. This means that when leaders are supportive of change, even if they are personally resistant, their followers are less likely to be resistant.