The role of learning organizational perception and transformational leadership in the relationship between resistance to change and performance in organizations

The purpose of this research is to determine the role of learning organization perception and transformational leadership in the relationship between resistance to change and organizational performance in organizations. The research was conducted with 710 employees of three banks, one public and two private, operating in the Turkish Republic of Northern Cyprus. The employees included in the sample consist of managers and staff working in the administrative and customer services departments. To analyze the research data, firstly frequency analysis, normality test and reliability analysis were performed. Afterwards, factor analysis, correlation analysis, and hierarchical regression analysis were performed to test the hypotheses. The mediation effect was also tested using the structural equation modeling method. The analysis of the data was done through a package program and worked with a 95% confidence level. As a result of the analysis, the partial mediator roles of transformational leadership and learning organization perception in the relationship between resistance to change and organizational performance in organizations were determined. It was also concluded that transformational leadership and the perception of a learning organization do not have a regulatory role in the relationship between resistance to change and organizational performance. Keywords: Resistance to Change, Performance, Learning Organization, Transformational Leadership, Bank Employees