Thesis (MBA) - Cyprus International University. Institute of Graduate Studies and Research Business Administration

This study investigates the role of leadership in mitigating employee resistance to change within the service industry of the Democratic Republic of Congo (DRC). Specifically, the research examines the influence of routine seeking, emotional reaction, short-term focus, and cognitive rigidity as moderators in the relationship between democratic leadership and acceptance of change.
The study adopts a quantitative and deductive research design, involving 100 participants from the DRC's service industry. Data collection encompasses demographic information, Likert-scale responses, and categorical questions related to participants' attitudes toward workplace changes. The deductive approach is evident in the formulation of hypotheses derived from established leadership and change acceptance theories. The study employs a cross-sectional design to provide a snapshot of the variables and relationships at a specific point in time.
The diverse participant group, spanning various demographic factors, contributes to a nuanced analysis. Results indicate a strong positive correlation between tenure and employment duration. Notably, democratic leadership positively correlates with acceptance of change. Moderation analyses reveal that routine seeking, emotional reaction, short-term focus, and cognitive rigidity influence the relationship between democratic leadership and acceptance of change in diverse ways. Exploring participants' reactions and attitudes using categorical questions (TC1-TC8) gives a more comprehensive insight of how they respond to workplace changes. In the face of large transformations, a majority exhibit excitement (45.0 percent) and flexibility (53.0
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percent). Positivity prevails, with 62.0 percent expressing complete ease in accepting new ideas and technologies. Workplace changes are primarily viewed as opportunities for growth (86.0 percent), indicating a optimistic organizational outlook. Respondents largely support the favorable influence of changes on job performance (64.4 percent) and show amazing adaptation to unexpected circumstances (59.6 percent). This study also provides unique insight into demographics and prevailing workplace attitudes. The numbers demonstrate a strong and skilled workforce with a wide age range (19-69 years) and an average tenure of 5.69 years, suggesting a wide range of professional experience.
This study contributes to the understanding of change dynamics within the DRC's service industry by exploring the interplay between leadership styles, individual traits, and change acceptance. Unexpected correlations underscore the complexity of organizational dynamics, highlighting the need for a nuanced understanding of individual traits and leadership styles in fostering change acceptance.