Contribution of Leadership Power in Managing Organizational Change in Local Government Authorities: A Case Study of Ubungo Municipal Council, Tanzania

Abstract

Local Government Authorities (LGAs) play a significant role in enhancing community development. Therefore, leaders of LGAs must possess leadership powers that can enhance their capacity to initiate organizational changes. This study investigated the contribution of leadership powers in managing organizational changes within LGAs, focusing on coercive, legitimate, reward, and expertise powers. The study employed a cross-sectional research design, with the authorities and departments operating under the umbrella of Ubungo Municipal Council LGA as the case study. The study targeted a population of 194 Ubungo Municipal Council employees across various departments. Data were collected from a sample of 80 respondents, including both administrative and non-administrative officers of Ubungo Municipal Council. The study utilized a mixed-methods approach, incorporating both questionnaires and interviews as primary data collection methods. Data from the field were analyzed using both descriptive and content analysis techniques. The study employed Lewin's Change Model and Psychological Reactance Theory to analyze leadership dynamics and change management processes. The findings revealed that while coercive power is utilized, it is perceived as ineffective due to its harshness and tendency to induce resistance. Conversely, legitimate power emerged as effective in suppressing resistance, fostering trust, and facilitating successful change initiatives. Reward power was highlighted as instrumental in driving transformation without resistance and enhancing employee engagement and organizational culture. Additionally, expertise power was valued for its ability to persuade employees to accept changes, thereby inspiring confidence and trust. The study underscores the importance of selecting appropriate leadership powers during organizational changes in LGAs, with legitimate power being the most suitable for suppressing resistance. The findings emphasize the need for leaders to leverage reward and expertise powers effectively to drive successful change initiatives. The study concludes that LGAs play a crucial role in community development, necessitating effective leadership powers for initiating organizational changes. Recommendations include implementing training programs for leaders, establishing guidelines for power application, and promoting participatory decision-making to enhance change management processes within LGAs.