Effects of Change Leadership on Corporate
Efficiency and Employee Burnout
HONG JIANG1, YULIN HUANG2
1Lyceum of the Philippines University,
Manila,
PHILIPPINES
2Xingyi Normal College for Nationalities,
Guizhou province,
CHINA
Abstract: - This article is to examine the mechanisms by which Change Leadership affects corporate efficiency
and employee burnout in the hospitality and tourism industry and the regulation mechanism of organizing
citizenship behavior and employee empowerment in this process. Using quantitative research,moderating
model, the data onto questionnaires of 372 individuals that are employees in the hospitality and tourism
industry. Respondents reported their data on Change Leadership, employee burnout, organizing citizenship
behavior, and employee empowerment.The authors found that Change Leadership has a very positive effect on
corporate efficiency and organizational citizenship behavior.There is a significant regulatory effect of employee
empowerment on the relationship between Change Leadership and employee burnout, and also between
Change Leadership and corporate efficiency.There is still a gap between the research on the influence of
organizing citizenship behavior on employee burnout, the role of organizing citizenship behavior and employee
empowerment between Change Leadership and employee burnout, and the influence of Change Leadership on
organizing citizenship behavior. This study is just to fill this gap between the basis of predecessors.It provides a
reference value for enterprises to use Change Leadership to reduce employee burnout and improve corporate
efficiency in the hospitality and tourism industry.
Key-Words: - Change Leadership,Corporate efficiency,Organizing citizenship behavior,Employee
empowerment, Employee burnout
Received: April 29, 2023. Revised: September 7, 2023. Accepted: September 15, 2023. Published: September 29, 2023.
1 Introduction
The hospitality and tourism industry was hit hard
during the new coronavirus epidemic, and after the
epidemic, the question of how to rejuvenate
employees and organizations through Change
Leadership to bring the industry back to life is a
current issue to be addressed. The hospitality and
tourism industry belongs to the service industry and
employee burnout will undoubtedly hinder the
development and success of the business.
Employees' enthusiasm for their work is an
important factor in the vitality of the business, so
this article conducts a study on the mechanisms of
Change Leadership's impact on business
performance and employee burnout based on the
current status of the industry. To provide a realistic
reference and reference for the leadership of the
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industry.
Books related to this study: Burn first proposed
the concept of Change Leadership, [1], [2], [3],
developed the concept, and, [4], proposed ways to
measure Change Leadership. With the development
of concepts and measurement methods, research on
leadership has gradually increased.The study, [5],
first proposed the term "organizational citizenship
behavior" and gave a detailed explanation of the
concept. In, [6], the authors elaborated on the
significance of "employee empowerment" in their
book and also provided an effective method of
measuring the role of employee empowerment in
enterprises.
Research on Change Leadership has gradually
increased in recent years, but not much research has
been conducted on the relationship between Change
Leadership and corporate benefits, especially on the
effects of these variables on employee
empowerment and organizing citizenship behavior.
By searching the research results of Change
Leadership in the past five years, the relationship
between Change Leadership and corporate
performance, Change Leadership and employee
burnout, employee authorization, and organizing
citizenship behavior. The main relevant studies are
the following.
Change Leadership provides positive moral
support to reduce nurse burnout and turnover, [7].
Change Leadership relieves teacher burnout and its
action process, [8]. The relationship between the
role of Change Leadership on employee knowledge
sharing and creativity, [9]. Change Leadership plays
an important role in promoting engagement,
satisfaction, and performance in service teams, [10].
As an intervention variable, how organizational
justice affects the relationship between leadership
practice and organizing citizenship behavior, [11].
Examining the role of Change Leadership in
reducing the risk of burnout among hospital
employees, [12]. The effect of Change Leadership
on nurse leader satisfaction and burnout, [13].The
effect of work characteristics on the relationship
between Change Leadership and employee
well-being: this study argues that Change
Leadership leads to changes in well-being indicators
of employees, [14]. The effect of Change
Leadership on employee performance mediated by
organizing citizenship behavior.The study results are
that Change Leadership and employee participation
affect employee performance,and Change
Leadership affects organizational citizenship
behavior, [15].
To summarize the aforementioned research
results, there are papers on the impact of Change
Leadership on employee burnout in the education
and healthcare industries; there are also research
results on the impact of Change Leadership on
organizational citizenship behavior in the
manufacturing industry, but in the hospitality and
tourism industries, there are no relevant research
results, and the research on the mechanism of the
effect of Change Leadership on management
performance and employee burnout through
organizational citizenship behavior and employee
empowerment is still a blank research area. This
study hopes to build on the previous work and make
some innovations in these studies.
2 Theories and Hypotheses
Initially, [1], conducted a study and concluded that
transformational leaders can create an atmosphere of
mutual trust in the organization, make employees
realize the significance of their work, stimulate their
own potential, and work together for team goals.
In, [2], the author argues that Change
Leadership is demonstrated in the relationship
between leaders and staff. The relationship is one of
mutual benefit, where the leader expresses to the
employee a sense of purpose for the work by
portraying a good vision so that the employee can
belong and can be happily engaged in the work.
In, [4], the authors refined the theory and
measurement of Change Leadership, which consists
of four components:
（1）Individualized Consideration. “When a
leader shows individualized consideration they are
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also aware of the unique talents that each follower
brings to the workplace and support them in
developing and demonstrating these key skills and
behaviors. This leads the follower to aspire to
develop further and they show intrinsic motivation
when performing their work.”
（2）Inspirational Motivation “is the degree to
which a leader articulates an appealing vision that
inspires and motivates others to perform beyond
expectations. Team spirit is usually enhanced by this
kind of leadership.”
（3）Idealized Influence. “Transformational
leaders that show idealized influence are role
models for their followers because they engage in
high standards of ethical behavior. They are deeply
respected by followers, who usually place a great
deal of trust in them. They provide followers with a
sense of vision and mission.”
（4）Intellectual Simulation. “It is the extent to
which transformational leaders challenge
assumptions, take risks and solicit followers’ ideas.
The leader encourages followers to think things out
on their own and encourages followers to think
independently so that followers become
autonomous.”
The study, [3], specified the 7 principles of
Change Leadership as follows:
(1)Principle of Simplification.
(2)Principle of Motivation.
(3)Principle of Facilitation.
(4)Principle of Innovation.
(5)Principle of Mobilization.
(6)Principle of Preparation.
(7)Principle of Determination.
According to [4], research from the four
dimensions,Change Leadership cares about
employees' individual needs, attaches importance to
developing employees' working and thinking skills,
motivates subordinates to propose solutions to
existing work situations, encourages subordinates to
innovate in their work, and shares ideas, opinions
and information among employees, which improves
employees' team consciousness and creativity,
creates a positive spirit, enhances the effectiveness
of leadership, and ultimately eliminates the negative
working condition of employees and promotes the
healthy and harmonious development of employees
and enterprises. Based on the above theory and
analysis, [10], I propose hypothesis one.
H1: Change Leadership has a positive effect on
corporate efficiency
In, [5], the author first introduced the word
"organizing citizenship behavior". He said
organizing citizenship behavior as individual
behavior that is not explicitly and directly linked to
the normal reward system and can make
organizations operate more effectively.
According to, [5], organizing citizenship
behavior should be composed of five factors,
namely altruistic behavior, due diligence,
sportsmanship, humility, and civic ethics. Altruistic
behavior refers to the willingness of employees to
spend time to help colleagues to complete tasks or
to prevent mistakes that may occur in the work of
colleagues; due diligence refers to the employee's
performance exceeds the basic requirements of the
organization, he is able to plan his work early and
set a time to complete the work; sportsmanship
refers to the employee in an undesirable
environment, but still positive to face the job. The
individual will sacrifice his own interests for the
benefit of the work-group to which he belongs;
humility and courtesy mean that the employee treats
others with respect; Civic ethics refers to employees
taking the initiative to care for and participate in
various affairs within the organization, such as
actively reading internal documents and making
suggestions for the organization. Employees with
such behavior show that they have regarded
themselves as a member of the organization.
According to, [5], organizing citizenship
behaviors can improve enterprise performance as
they accumulate over time. Specifically, organizing
citizenship behavior makes the team more positive,
the working environment pleasanter, and the
organization more adaptable to environmental
changes.In such an environment,employee
productivity and performance will be further
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improved.
Based on the above theory and, [11], the
following hypotheses were formulated.
H2: Change Leadership has a positive effect on
organizing citizenship behavior
H3: Organizing citizenship behavior plays a
moderating role in the relationship between Change
Leadership and employee burnout
In another study, the authors viewed employee
empowerment as a process to increase employees'
intrinsic motivation, [6]. The two scholars believed
that we should start from four aspects to increase
employees' intrinsic motivation: (1) Job meaning: A
highly meaningful job can lead to a high level of
organizational commitment and work engagement.
(2) Self-efficacy: reflects employees' subjective
evaluation and judgment of their abilities.
(3) Job impact: employees' perception of the extent
to which their work can have a positive impact on
organizational strategy and business performance.
(4) Self-determination: reflects employees'
autonomy at work and is a necessary factor in
triggering intrinsic motivation. These four
dimensions reflect positive work role experiences.
Therefore, applying these four dimensions to
practice, it is possible to find that an employee is
said to be empowered when the organization
member feels that (1) my work is meaningful, (2) I
am capable of performing my work, (3) I can choose
how to perform my work, and (4) my work behavior
can impact organizational effectiveness.
In, [6], the authors argued that employees that
have an empowering experience are more motivated,
proactive, and energetic at work, which leads to
higher satisfaction and organizational commitment.
Accordingly, I propose the following hypothesis.
H4: Employee empowerment moderates the
effect of Change Leadership on employee burnout
H5: Employee empowerment moderates the
effect of Change Leadership on corporate efficiency.
3 Methodology
In this article, the authors collect data on 372
employees in the hospitality and tourism industry,
208 (55.91%) males and 164 (44.09%) females,
with 59.62% of employees working in this industry
for less than 3 years, 23.08% for 4-6 years, 7.69%
for 7-9 years, and 9.62% for more than 10 years.
The percentage of employees from private
enterprises is 69.23%, and the percentage of
employees from state-owned enterprises is 30.77%.
Questionnaires were sent and filled out via the
Internet.
For a Change Leadership (independent variable
X), we measured four dimensions,and the mean of
the data onto each of these four dimensions was
taken as the independent variables X1, X2, X3 and
X4. Employee burnout and corporate efficiency
were taken as the mean of the data for the dependent
variables Y1 and Y2 respectively. Organizing
citizenship behavior was taken as the mean of the
data by moderator M, and employee empowerment
was taken as the mean of the data by moderator Z.
3.1 Research Model
The moderating model was used in this article.
Studying the influence of Change Leadership X on
employee burnout Y1 and corporate efficiency Y2,
whether it will be disturbed by the moderating
variable employee empowerment Z and organizing
citizenship behavior M. That is, whether the
influence amplitude when the employee is
authorized obviously different from that when the
employee is not authorized.
Step 1: Identify data categories of X and M,
and select appropriate research methods.
The regulation effect needs to be realized by
corresponding research methods when conducting
specific research; When analyzing the moderating
effect, Y1 and Y2 must be quantitative data.In
general, X is quantitative data, and the moderating
variable Z and M can be categorical or quantitative
data.
Step 2: Adjustment effect test
The moderating effect is usually studied using
hierarchical regression, if X, Z and M are
categorical data, using a multivariate analysis of
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variance (usually a two-way analysis of variance).
4 Results and Discussion
Our findings provide a better understanding of how
Change Leadership and its dimensions affect
corporate efficiency and organizing citizenship
behavior by capturing data on Change Leadership
and corporate efficiency.The authors found Change
Leadership has a significant positive effect on
corporate efficiency and organizational citizenship
behavior.There is a significant regulatory effect of
employee empowerment on the impact relationship
between Change Leadership and employee burnout
and between Change Leadership and corporate
efficiency.
In Table 1 (appendix) regression analysis is
used to measure the effect of Change leadership
(independent variables X1, X2, X3, X4) on
corporate efficiency (dependent variable Y2)
separately.
As can be seen from Table 1 (appendix), when
X1, X2, X3, and X4 affect Y2, the standardized path
coefficient values are all less than zero,and the path
is significant at the level of 0.01, indicating that X1,
X2, X3, X4 have a significant positive influence on
Y2. The results of data analysis are consistent with
hypothesis 1 and can prove that hypothesis 1 holds.
From Table 2 (appendix), the effect of Change
Leadership on organizing citizenship behavior was
analyzed. Regression analysis was adopted to
measure the effects of Change Leadership
(independent variables X1, X2, X3, X4) on
organizing citizenship behavior (moderating
variable M) separately.
As can be seen from Table 2 (appendix), when
X1, X2, X3, and X4 affect M, the standardized path
coefficient values are all less than zero, and the path
is significant at the level of 0.01, indicating that X1,
X2, X3, X4 have a significant positive influence on
M.The results of data analysis are consistent with
hypothesis 2 and can prove that hypothesis 2 holds.
Through the moderating effect analysis, the
moderating effect model of organizing citizenship
behavior (moderating variable M), Change
Leadership (independent variable X), and employee
burnout (dependent variable Y1) was developed.
From Table 3 (appendix), the independent
variable (X) showed significance (t=2.382,
p=0.019<0.05). It means that Change Leadership X
has a significant effect on employee burnout Y1.
The interaction terms between X and M show
significance (t=-2.318, p=0.023<0.05). Meaning that
X has an obvious difference in the different levels of
the moderating variable (M) when it comes to the
influence of Y1, so organizing citizenship
behavior(moderating variable M) has a significant
moderating role on the influence relationship
between Change Leadership X and employee
burnout Y1, so hypothesis 3 holds.
The author analyzed the moderating effect of
employee empowerment in the relationship between
Change Leadership and employee burnout. Through
the moderating effect analysis, the moderating effect
model of employee empowerment (moderating
variable Z), Change Leadership (X), and employee
burnout (Y1) were developed.
In Table 4 (appendix), the variable (X)
showed significance (t=2.382, p=0.019<0.05). It
means that Change Leadership X has a significant
effect on employee burnout Y1. The interaction
between X and Z shows significance (t=-3.474,
p=0.001<0.05). It shows that the influence of X on
Y1 at different levels has a significant difference in
the size of the moderating variable Z, so employee
empowerment Z has a significant moderating role
on the influence relationship between Change
Leadership X and employee burnout Y1, so
hypothesis 4 holds.
The author analyzed the moderating effect of
employee empowerment in the relationship between
Change Leadership and corporate efficiency.
Through the moderating effect analysis, the
moderating effect model of employee empowerment
(moderating variable Z), Change Leadership (X),
and corporate efficiency (Y2) were developed.
In Table 5 (appendix), for model 1, the purpose
is to investigate the effect of the independent
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variable (X) on the dependent variable (Y2) when
the interference of the moderating variable (Z) is not
considered, the independent variable (X) shows
significance (t=8.412, p=0.000<0.05). It means that
X has a significant influence relationship to Y2.
The interaction terms between X and Z in
model 3 are significant (t=-4.267, p=0.000<0.05).
This indicates that there is a significant difference in
the magnitude of the effect of X on the moderating
variable (Z) when the effect of Y2 is at different
levels, i.e. indicating a moderating effect. The
difference in the magnitude (slope) of the effect of
X on Y2 when Z is employed at different levels is
specific to the moderating effect. Therefore,
hypothesis 5 holds.
5 Implications and Limitations
Based on the hospitality and tourism industry, this
article fills the academic gap in the research on the
relationship between Change Leadership, enterprise
performance, and employee burnout in this industry.
This article studies the important moderating role of
organizational citizenship behavior and employee
empowerment in this influencing mechanism and
makes theoretical innovations and explores new
research perspectives based on previous studies.
Meanwhile,this article provides a reference value for
enterprises to use Change Leadership to manage
employee burnout and improve corporate efficiency,
especially in the hospitality and tourism industry.It
gives us a deeper understanding of the positive
meaning of Change Leadership and the significant
moderating effect of employee empowerment and
organizing citizenship behavior.
Limitations of this research include collecting
data from a single source,only in the hospitality and
tourism industry,there are limitations on the
representativeness and generalizability of the sample.
In addition, since respondents fill in the
questionnaire by answering questions online, they
have not received training for leadership knowledge,
and they may not have a deep understanding of the
professional content of the questionnaire. Although
the measurements of this article have minimized
errors,self-reported measurements still have
limitations that may lead to bias, and future studies
should try to adopt multiple sources of data to avoid
these problems.
6 Conclusion and Future Directions
This article demonstrates that Change Leadership
has a positive effect on corporate efficiency and a
negative effect on employee burnout through a study
of the hospitality and tourism industry data. In this
mechanism of action, organizational citizenship
behavior and employee empowerment can play an
important positive moderating role, so companies
should pay attention to the important role of
organizational citizenship behavior and employee
empowerment in the management process to
promote the improvement of corporate performance.
Future research will expand the study to more
industries, especially those with current and future
development potential, in anticipation of bringing
useful references to the development of the industry
in management theory and practice.
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
The authors equally contributed to the present
research, at all stages from the formulation of the
problem to the final findings and solution.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflicts of interest to declare
that are relevant to the content of this article.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en
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Appendix
Table 1. Summary of regression coefficients
Regression coefficients
X
→
Non-normalized path coefficient
SE
z
(CR)
p
Normalized path coefficient
X
1
→
0.716
0.0
92
7.8
09
0.0
00
0.615
X
2
→
0.757
0.0
87
8.7
23
0.0
00
0.657
X
3
→
0.682
0.1
01
6.7
58
0.0
00
0.560
X
4
→
0.689
0.1
03
6.6
67
0.0
00
0.555
Table 2. Summary of regression coefficients
Regression coefficients
X
→
Y
Non-normalized path coefficient
SE
z
(CR)
p
Normalized path coefficient
X
1
→
M
0.677
0.
081
8.32
9
0.
000
0.644
X
2
→
M
0.735
0.
075
9.86
3
0.
000
0.706
X
3
→
M
0.909
0.
063
14.4
67
0.
000
0.825
X
4
→
M
0.941
0.
062
15.1
65
0.
000
0.837
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Table 3. Results of moderating effect analysis
Results of moderating effect analysis (n=100)
Model 1
Model 2
Model 3
b
Standard
error
t
p
β
b
Standard
error
t
p
β
b
Standard
error
t
p
β
constant
2.993
0.120
25.046
0.000*
*
-
2.993
0.119
25.100
0.000**
-
3.130
0.131
23.948
0.000**
-
X
0.415
0.174
2.382
0.019*
0.234
0.703
0.298
2.358
0.020*
0.397
0.651
0.293
2.224
0.029*
0.367
M
-0.304
0.255
-1.191
0.237
-0.200
-0.169
0.256
-0.660
0.511
-0.111
X*M
-0.305
0.132
-2.318
0.023*
-0.232
R 2
0.055
0.068
0.118
Adjust
R 2
0.045
0.049
0.090
f
F (1,98)=5.672,p=0.019
F (2,97)=3.557,p=0.032
F (3,96)=4.269,p=0.007
△R 2
0.055
0.014
0.049
△f
F (1,98)=5.672,p=0.019
F (1,97)=1.417,p=0.237
F (1,96)=5.372,p=0.023
dependent variable：Y1
* p<0.05 ** p<0.01
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Table 4. Results of moderating effect analysis
Results of moderating effect analysis (n=100)
model1
model2
model3
b
Standar
d error
t
p
β
b
Stand
ard
error
t
p
β
b
Stand
ard
error
t
p
β
constan
t
2
.993
0.120
25.046
0.000**
-
2.993
0.117
25.529
0.000**
-
3.175
0.123
25.853
0.000**
-
X
0
.415
0.174
2.382
0.019*
0.234
-0.075
0.281
-0.267
0.790
-0.042
-0.115
0.267
-0.430
0.668
-0.065
Z
0.541
0.247
2.194
0.031*
0.348
0.668
0.236
2.827
0.006**
0.430
X*Z
-0.427
0.123
-3.474
0.001**
-0.324
R 2
0.055
0.099
0.200
Adjust
R 2
0.045
0.081
0.175
f
F (1,98)=5.672,p=0.019
F (2,97)=5.353,p=0.006
F (3,96)=7.998,p=0.000
△R 2
0.055
0.045
0.101
△f
F (1,98)=5.672,p=0.019
F (1,97)=4.813,p=0.031
F (1,96)=12.066,p=0.001
dependent variable：Y1
* p<0.05 ** p<0.01
Table 5. Results of moderating effect analysis
Results of moderating effect analysis (n=100)
Model 1
Model 2
Model 3
b
Standard
error
t
p
β
b
Standard
error
t
p
β
b
Standard
error
t
p
β
constant
2.126
0.068
31.168
0.000**
-
2.126
0.068
31.285
0.000**
-
2.252
0.069
32.524
0.000**
-
X
0.836
0.099
8.412
0.000**
0.648
1.007
0.163
6.179
0.000**
0.780
0.979
0.150
6.516
0.000**
0.759
Z
-0.188
0.143
-1.319
0.190
-0.167
-0.100
0.133
-0.752
0.454
-0.089
X*Z
-0.295
0.069
-4.267
0.000**
-0.308
R 2
0.419
0.430
0.520
adjust
R 2
0.413
0.418
0.506
f
F (1,98)=70.762,p=0.000
F (2,97)=36.519,p=0.000
F (3,96)=34.735,p=0.000
△R 2
0.419
0.010
0.091
△f
F (1,98)=70.762,p=0.000
F (1,97)=1.741,p=0.190
F (1,96)=18.209,p=0.000
dependent variable：Y2
* p<0.05 ** p<0.01
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.184
Hong Jiang, Yulin Huang
E-ISSN: 2224-2899
2120
Volume 20, 2023