The Role of Leadership to Nurture Employee Championing Behavior during Organizational Change: Does Valence Matter? An Individual Level Analysis

The present study examined relationships between transformational leadership, valence, and employee championing behavior in the settings of the Bangladesh banking sector during organizational change. In total, 300 responses from the employees of the Bangladesh banking sector were used to assess the transformational leadership style, valence and employee championing behavior while managing change. To test the proposed hypotheses, structural equation modeling was utilized. The results showed that transformational leadership style had a significant positive relationship with employees' valence and championing behavior during organizational change. Also, valence had significant positive relationship with the championing behavior at the time of organizational change. Besides, employee championing behavior partially mediated the relationship between transformational leadership and employee championing behavior while managing change in the organization. The observed associations and mediation were consistent across the prior empirical studies. The findings provide insights into how transformational leadership style corresponds with employees’ championing behavior in the context of organizational change.