Effectiveness of Organizational Change through Employee Involvement: Evidence from Telecommunications and Refinery Companies

Abstract

Organizational adaptability is paramount in today’s dynamic landscape, where the emergence of novel technologies, shifts in both internal and external business ecosystems, unexpected crises, and health pandemics remain constant potential challenges. Recent studies have extensively examined employee involvement through empowerment, participation, and teamwork as a pivotal result in facilitating organizational transformation. To ascertain these assumptions, data has been collected through the SurveyMonkey app over a couple of weeks, and then a Likert scale was used to codify the obtained data. Employing structural equation modeling with Smart PLS 4 software, we examine the impact of employee involvement and the intermediary function of humble leadership on the efficacy of organizational change in Côte d’Ivoire, utilizing a dataset comprising 412 employees from the telecommunications and refinery sectors. Our findings revealed positive effects on organizational change when employee involvement and a humble leadership approach were integrated. Additionally, secondary data from O2O interviews was used to draw conclusions and recommendations. Based on results and interviews, the authors have drawn a strategic roadmap to mitigate daily changes more efficiently. Our research identified constraints and suggested directions for future studies in this field.

1. Introduction

The evolving business environment makes competition more and more aggressive, and managing change is now one of the biggest challenges that requires particular attention. Contemporary organizations find themselves compelled to embrace organizational transformation as a strategic imperative for sustaining competitiveness in an environment characterized by continual evolution and instability. Scholars within the domain of management studies acknowledge that these profound transformations hold the potential to engender detrimental repercussions on employee attitudes and job performance [1]. The expanding quantity of literature on the causes, consequences, and adopted techniques for organizational transformation is the outcome of important concerns and the complexity of workplace changes [2,3]. Leaders are the primary drivers of performance in every organization. Their vision, strategic thinking, enthusiasm, skill set, attitude, and behavior have a huge influence on how people perform under them to achieve company goals. One of the classic cases that caused Nokia, a big ICT company, to go bankrupt years ago was its failure to adjust its ambitions and operations to the smartphone revolution [4]. As indicated previously in the examination, organizational transformation is a big topic presently, and many academics have been investigating this worldwide issue since the early days [5,6,7,8,9,10,11,12]. Future research will focus on resistance, employee involvement, leadership style, corporate culture as a vehicle for successful organizational change, and organizational performance [13,14,15,16,17,18,19,20,21,22,23,24,25].

Furthermore, the quantity of publications attests to the topic’s prominence, as several studies have been conducted in this sector during the last 20 years. Kurt Lewin was a pioneer researcher on organizational change who outsourced his job of changing workplace conditions by bringing new manners, ideas, and cultures from social psychology and human behaviors. The findings emphasize the importance of group dynamics in dealing with any organizational difficulties in a varied context [12]. In his research, Hernaus [26] highlights an overview of existing transformation models as well as a generic transformation model that may ensure change smoothly. While his contributions are noteworthy, his transformation model lacks empirical proof and has not been verified in real-world scenarios. It also requires the engagement of a third party (workers and management) to work. To analyze his impact on organizational performance, Khatoon et al. [27] investigated organizational change via the lens of involvement, quality of communication toward change, leadership, top management attitude toward change, preparedness for change, and balanced scorecard viewpoints. The findings emphasize a favorable association between aspects of change and organizational success while emphasizing the significance of two-way communication at all stages. Mangundjaya et al., in their work [28], discovered no beneficial association between change leadership and employee readiness to change in state-owned financial enterprises, but they can improve job satisfaction to easily develop employee readiness to change. Their findings contradict Balogun [8], which underlines the need for change-ready leadership. Ref. [24] conducted a 7-year study on the Kenyan postal service and discovered a strong and favorable influence of organizational reform on performance. Technology change has improved overall performance, but involving the entire organization during the transition period has specific advantages. When addressing organizational transformation, consider career growth, new positions and responsibilities, company culture, and employee dedication.

Observing the findings from Guberina et al. [29] regarding entrepreneurial leadership (EL) style, it is suggested to examine EL by breaking down its components, given the intricate and multi-faceted nature of these constructs. While the research primarily addresses the fear of COVID-19 and its impact on psychological well-being, it underscores the significance of entrepreneurial leadership elements like empowerment as crucial elements in navigating uncertainties.

The majority of research reports on change management have concentrated on developed countries, particularly the world’s largest economies, in large organizations with change capacity [9,10,13,15,30,31,32,33,34,35,36,37,38,39]. Few of them have been carried out in developing countries [24,36] particularly in West Africa.

As a result, the contribution is threefold. To begin, as pioneer research in Côte d’Ivoire, this study serves as a steppingstone by studying the function of employee involvement in organizational change effectiveness, which is a step in the right direction. Second, by addressing employee involvement through employee participation, empowerment, and teamwork, as well as organizational change with humble leadership as a mediator, the paper adds to the growing body of research on organizational change, as no previous studies on the topic have been conducted jointly [40,41,42,43]. Third, the author creates a change roadmap based on readings and existing models to complete the organization’s change methodologies. Consequently, the study contributes to the literature by achieving the following objectives:

• To investigate the criticality of organizational change and its impact on business survival;
• To identify barriers that impede the effectiveness of change and how to mitigate them;
• To share recommendations with managerial implications to minimize related risks.

The remainder of the document is organized into the following sections: Section 1 covers the introduction; Section 2 exposes the literature review; Section 3 discusses materials and methodology; Section 4 presents the study’s findings and analysis; and Section 5 addresses conclusions, limitations, and future research directions.

2. Literature Review and Development of Hypotheses

In the disciplines of employee involvement (EI) and leadership styles, the literature review indicates that the two have been separately linked to organizational change success. Employee participation, empowerment, teamwork and leadership have all been examined in relation to crisis management and organizational change individually by several studies [34,44,45,46,47,48], as well as leadership styles and the influence of business change by some studies [28,49]. The effects of humble leadership in non-bank organizations and independently have been studied only briefly, despite its benefits.

Ref. [50] defines organizational change as the adjustment in behavior or ideas within an organization in response to internal or external factors. Organizational change aims to enhance the overall performance of a company and can be prompted by the proactive or reactive strategies of the organization’s management as well as crises. It is crucial to note that organizational change represents a profound transformation within the organization itself. Moreover, rapid transformations are becoming increasingly common in businesses due to highly competitive environments, driving organizations to seek greater competitiveness, increased sales and revenue, and overall expansion [51]. The concept of organizational change encompasses a wide range of changes on a global scale, including changes in mission statements, cultural changes, operational methods, partnership agreements, merger decisions, and so on, which encompass a wide range of alterations. Through insightful research, ref. [21] emphasizes that achieving growth and prosperity objectives necessitates an exceptional level of employee commitment and responsibility. Recent insights from [52] perceive transformation as an ongoing, perpetual process, devoid of distinct starting or ending points.

In the research conducted by Zhao, Zhang, Qiu, Yu, and Hu [53,54], there is a highlighted necessity for the government to establish a clear policy to spearhead transformative initiatives, with strong recommendations advocating for it. Conversely, the situation in Ivory Coast presents a notable contrast. While the government has played a significant role in shaping the country’s development, organizational changes seem to be primarily motivated by market dynamics and the imperative to adapt to evolving economic circumstances rather than government directives. Recently introduced, the Numeric Strategic Plan 2021–2025 [55,56] focuses on digitizing public services and engaging workers through the establishment of a National Council Committee.

Employee involvement encompasses various dimensions and has been conceptualized in diverse ways. Firstly, as proposed by [57,58,59], it can be viewed as a form of democratization, aimed at streamlining daily administrative processes, fostering consensus, and prioritizing the well-being of the majority. The extent of employee involvement plays a pivotal role in influencing an organization’s success. Secondly, according to insights from [20], the commitment of the organization, the active engagement of middle-level managers, and group participation significantly impact the attainment of strategic information system planning objectives. A higher degree of commitment and involvement correlates with a greater likelihood of achieving these strategic goals. The third perspective focuses on enhancing employee input in decisions that impact both organizational performance and their welfare. Ref. [60] summarizes this perspective into four essential elements: power, information, knowledge, and skills, as well as rewards, all geared towards empowering the workforce. Additionally, the perspective presented by [61] underscores the importance of continual collaborative learning among employees. This involves the exchange and sharing of individual experiences, facilitating mutual learning. The active engagement of employees in implementing organizational changes not only enhances their value but also establishes conditions for sustainable organizational development in an environment marked by continuous change [62]. To conclude, employee participation, empowerment, and teamwork emerge as three critical dimensions within these four perspectives of employee involvement, aligning with [63]’s categorizations.

2.1. Employee Participation

The idea of employee participation (EP) has been a focal point for studies and exercise for many years. For many years, the concept of employee participation (EP) has been a focal point for research and exercise. The willingness and readiness of employees closer to the alternative procedure are critical to the overall success or failure of the change that each corporation seeks. Human actions are motivated by the desire for pleasure, which determines a person’s attitude. It is thus necessary to identify the employee needs that motivate them to participate in the change process [64]. According to [65], The disposition of some employees has an effect on and influence on the responses and attitudes of other employees toward organizational change. The positive attitude of employees toward change in an organization is undeniably the bedrock of the entire process’s success. Existing change management literature only provides frameworks and methodologies for managing change, and there is a need to incorporate change management. However, 70% of most change initiatives fail because most management fails to recognize the importance of employee resistance to organizational change and the development of negative attitudes toward organizational change, which affects their morale, productivity, and turnover intentions [66,67]. In their findings, ref. [34] emphasizes the importance of involving employees in any process or change that may affect them; this can also help to reduce resistance to change. Ref. [68] agrees with the cited authors that employee voice participation is a positive predictor of organizational innovation. Ref. [69] demonstrates that designing performance metrics with employee participation appears to be beneficial from the perspective of managers. Aside from the fact that they are improving the quality of the metrics, it is also beneficial for employees to be involved in management strategies. We do not doubt the relationship between participation and change based on the evidence presented above.

Hypothesis 1 (H1).

Employee participation is positively related to the effectiveness of organizational change.

2.2. Empowerment

Because of the various perspectives, empowerment (EMP) is both difficult to define and difficult to apply (from employees to managers). Refs. [70,71,72] defined empowerment as the process of increasing feelings of self-efficacy among employees by identifying situations that foster powerlessness and eliminating them with the aid of each organizational practice and casual techniques of providing efficacy information. Empowerment was initially introduced as an individual-level construct and grounded in work on employee involvement [12]. The importance of empowerment as a management strategy that can benefit entire organizations was asserted by [73]. Her findings highlight empowerment as a tool for uniting employees in pursuit of organizational goals and performance. Empowerment is not only beneficial for change, but it is also a strategy for co-creating corporate social responsibilities. According to the [74] argument, employees should be empowered to co-construct CSR decisions to increase their ownership and improve their relationship with the company. Empowerment benefits technological change and life satisfaction by increasing employee autonomy, commitment, and job satisfaction. As a result, empowerment may have a greater impact on organizational change [75].

Hypothesis 2 (H2).

Empowerment positively affects the effectiveness of organizational change.

2.3. Teamwork

Teamwork (TW), a central aspect of organizational behavior, has attracted considerable attention from both scholars and practitioners. In other words, teamwork fosters collaboration among employees, enhances individual skill sets, and facilitates constructive feedback without generating interpersonal conflicts [76]. According to this perspective, employees who are engaged in team-based work are likely to be more productive than those who do their work independently. Teamwork is widely recognized as a critical component of effective management and as a tool for increasing the effectiveness of organizations as a whole. Furthermore, team environments can enhance employee productivity and performance by facilitating knowledge sharing and mutual learning. Consequently, there is a widely held belief that embracing collaborative efforts among team members can significantly amplify the potential for shared learning and heightened productivity. Prior research has demonstrated that teamwork correlates positively with job satisfaction [77,78] and organizational commitment [79,80]. Specifically, working within teams empowers employees, contributing to autonomy cultivation, which emerges as a fundamental driver of heightened organizational commitment and stress mitigation. This approach diminishes organizational hierarchies and amplifies employee involvement [81]. In their work, ref. [82] underscores the critical significance of team training, knowledge dissemination, and mutual support as instrumental components for performance enhancement. Consequently, it is evident that teamwork not only holds the potential to catalyze organizational change but also stands as a linchpin for augmenting overall organizational performance.

Hypothesis 3 (H3).

Teamwork positively influences the effectiveness of organizational change.

2.4. Humble Leadership

Traditional leadership approaches characterized by rigid hierarchies and a significant distance between leaders and followers are becoming increasingly outdated and ineffective. In today’s organizations, which grapple with intricate, interdependent tasks, leadership needs to adopt a more personal approach to foster open and trust-based communication. This, in turn, enables collaborative problem-solving and promotes innovation. Leadership, as defined, is “the process by which one individual influences other group members toward the achievement of defined group or organizational goals” [83]. These definitions underscore that leadership is not merely about holding a position but involves interaction, rallying followers, and contributing positively to a shared vision. The core function of leadership revolves around task completion [84]. The successful implementation of changes hinges on various factors that interact at the organizational level and on the hierarchical distance from top to bottom management. These factors include organizational culture and the propensity to resist or embrace change, among other contextual elements shaping how different leadership styles are applied to drive change. Some research even suggests that leaders often struggle to effectively implement change, sometimes even serving as a significant obstacle or resistor to change [85]. This underscores the critical need for apt and proficient leadership to achieve the desired outcomes from change initiatives. Additional research highlights that the ability to motivate others and communicate effectively are the two most crucial leadership behaviors for the successful execution of change [86]. Organizations will continue to grapple with productivity and quality issues if their reward systems prioritize individual competition and climbing the corporate ladder over open and trust-based communication. Acknowledging this, ref. [87] calls for an emerging breed of leadership that aligns with contemporary trends such as relationship building, complex group work, diverse workforces, remote work arrangements, and fostering a culture of psychological safety. Humble Leadership (HL), advocated by [88], is seen as essential at all levels and within all working groups to foster the creativity, adaptability, and agility that organizations need to not only survive but thrive. Leadership style, resistance to change, employee commitment, and change implementation outcomes all intertwine to influence organizational effectiveness. Ref. [89] found a positive correlation between humility and patient satisfaction, trust, and openness in medical encounters. Similarly, ref. [90] emphasized the significance of expressed humility in achieving organizational performance. This underscores the critical role of leadership at all levels in the change process. Figure 1 graphically shows the connections among those constructs.

Hypothesis 4 (H4a–c).

Employee participation (a), empowerment (b), and teamwork (c) have a positive relationship with humble leadership.

Hypothesis 5 (H5).

Humble leadership is positively related to the effectiveness of organizational change.

3. Research Methods

Employee data has been collected using a 5-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree). In this study, respondents were chosen using purposeful sampling. It means that participants are chosen for inclusion based on a predetermined variable. The population for this study consists of employees from the telecommunications and refinery sectors who hold various positions in Abidjan, the capital city of Côte d’Ivoire. The questionnaire approach was chosen for several reasons. First, a large amount of data can be collected, standardized, and compared [91,92]. The Survey Monkey tool was used to collect data, and approximately 500 questionnaires were distributed. The study considered both primary and secondary data. In addition to primary data, secondary data is critical for any type of research, especially when primary data is collected through a sample. The use of multiple lines of evidence allows for triangulation [93]. This triangulation protects against the development of the researcher’s bias [94]. Secondary data has been gathered from a variety of sources, including books, journals, websites, and agency research reports.

3.1. Sampling and Analysis Technique

This study targets telecommunications and refinery workers. Ref. [92] suggests that a larger sample size enhances result accuracy, and for this study, the sample size was calculated using the [95] formula, considering the total population of 3246 employees. This formula was chosen for its simplicity, precision, and level of confidence. The study employed purposive sampling, a non-probability technique where researchers select participants based on their relevance to the study [96].

The formula is as follows:

$$n=\frac{\mathrm{N}}{1+\mathrm{N}\left(e^2\right)};n=\frac{3246}{1+3246\left({0.05}^2\right)}$$

where n = study sample; N = study’s population; 1 = constant; and e = precision at 95% confidence level.

A total of 412 employees were chosen as the study population. The survey used non-probability sampling, including convenience and snowball sampling, with respondents selected based on their ability to complete the survey. These methods were chosen to mitigate sampling errors, with snowball sampling helping to better define the target population [97].

Smart PLS 4 and Microsoft Excel v16.83 were also used for analysis purposes. PLS-SEM 4 was chosen for data analysis due to its superior predictive capabilities compared to factor-based SEM, enabling the estimation of relationships among various independent and dependent variables within a structural model, including multiple latent observed or unobserved variables. Additionally, PLS is considered advantageous for decision-making and management-centric issues, particularly in studies emphasizing prediction.

3.2. Measurements

We used the questionnaires from different studies shown in the below

Table 1. Measurement scales.

Constructs	Literature Sources	Items
Employee participation (EP)	[63,98]	Most employees are highly involved in their work
		Decisions are usually made at the level where the best information is available
		Information is widely shared so that everyone can obtain the information he or she needs when it is needed
		Everyone believes that he or she can have a positive impact
		Business planning is ongoing and involves everyone in the process to some degree
		Teams have the opportunity to take part in decision-making about new products, quality improvements, upgrading work processes, and working conditions
Empowerment (EMP)		Authority is delegated so that people can act on their own
		The leader trusts me to make the appropriate decisions in my job
		There is continuous investment in the skills of employees
		The capabilities of people are viewed as an important source of competitive advantage
		Problems often arise because we do not have the skills necessary to do the job
		Opportunity to independently plan and organize work
Teamwork (TW)		Cooperation across different parts of the organization is actively encouraged
		People work like they are part of a team
		Teamwork is used getting the work done, rather than the hierarchy
		Teams are our primary building blocks
		Work is organized so that each person can see the relationship between his or her job and the goals of the organization
		Team members encourage each other to succeed when performing the task and share ideas
Humble leadership (HL)	[90,99]	The leader actively seeks feedback, even if it is critical
		The leader acknowledges when others have more knowledge or skills than him or herself
		The leader often compliments others on their strengths and contributions
		The leader is willing to learn from others
		The leader is open to others’ ideas and advice
Organizational change (OC)	[7]	Effectively communicate the vision and needs for change prior to implementation
		Successfully enlisted others to help with this change before we really started
		Empower people to implement the change
		Monitor and provide regular feedback on how the change implementation is going
		Give individual attention to those who had more trouble with the change implementation
		Celebrate short-term wins during change implementation

and adapted them for the study purpose.

4. Findings and Analysis

4.1. Descriptive Statistics

We summarized all the collected information into tables and quantitative data to facilitate his understanding. Data collection for this study encompassed a global scope and encompassed two distinct business sectors, as detailed in the following

Table 2. Impacts of the sectors.

Sector	Direct Workforce	Annual Income (USD)			Challenges
		2021	2022	2023
Refinery	776	2,277,376,566.09	4,396,059,790.9	/	Desulfurization unit Transition and efficiency energetic Dangote petroleum refinery opening
Telecoms	3011	1,883,263,418.5	1,975,956,622.8	1,513,905,899.5 (Q1, Q2, Q3)	Worldwide digital and AI trends Cost control products Products offered (GSM, optic fiber, mobile money, etc.) New operations technologies Covered cities Price advantages vs. newcomers

Sources: [100,101,102,103,104,105,106,107].

.

After examining the data gathered from reading reports, we found that both sectors are among the top ten industries in terms of annual revenue that are facing worldwide challenges. These ongoing transformation projects prompted us to delve deeper into how they are managing their operations on a day-to-day basis.

4.1.1. Demographic Characteristics of Respondents

In this research, a total of 412 individuals actively participated. Among these, 191 respondents (46.36%) identified as female, while 220 respondents (53.4%) identified as male, and one respondent (0.27%) did not specify their gender. The surveyed individuals represented a broad age range, spanning from under 25 to over 40 years old. Notably, the most prevalent age groups among respondents were under 25 to 29 years (constituting 39.07%) and the 30–39 age bracket (34.46%). A significant portion of participants (54.37%) held a master’s degree. Additionally, the majority of respondents had experience lengths of 3–5 years (30.83%), 11 years or more (28.64%), and less than 2 years (34.51%). Among the participants, operational staff accounted for 42.72% of the total (see

Table 3. Characteristics of the population.

Variable	Categories	Frequency	Relative %
Gender	Female	191	46.36
	Male	220	53.40
	Blanks	0.1	0.24
	Total	412	100
Age	≤29 years	161	39.07
	30–39 years	142	34.46
	≥40	109	26.47
	Total	412	100
Degree	High school	21	5.10
	Bachelor	99	24.03
	Masters	224	54.37
	PhD	61	14.80
	Blanks	0.7	1.70
	Total	412	100
Work experience	<2 years	101	24.51
	3–5 years	127	30.83
	6–10 years	61	14.81
	≥11 years	118	28.64
	Blanks	0.5	1.21
	Total	412	100
Staff categories	Trainee	0.9	1.46
	Operational management	176	42.72
	Middle management	142	34.47
	Top management	79	19.17
	Blanks	0.6	1.46
	Total	412	100
Business sector	Telecommunications	235	57.07
	Refinery	166	40.21
	Blanks	11	2.72
	Total	412	100

). The data analysis process was bifurcated into two primary segments: first, the evaluation of results for the structural model, and second, the examination of results for the measurement model.

4.1.2. Measurement Model Assessment

To evaluate the measurement model’s quality and ensure the reliability and construct validity of the items, we employed convergent and discriminant validity tests. Convergence validity, as described by [108], assesses how well multiple items measuring the same construct demonstrate substantial overlap in their measurements. If the Average Variance Extracted (AVE) falls below zero (0), it suggests that the constructs are likely contributing more to measurement errors than to the actual variance. In our study, all variables exhibit an AVE greater than 0.50, indicating that they served as reliable and accurate indicators.

4.2. Reliability and Discriminant Validity Test

We ensured the quality of relevant questions by subjecting them to rigorous evaluation using Smart PLS 4 tools. These assessments confirmed their validity and reliability. We also conducted a battery of widely accepted tests, including those for validity, reliability, and discriminant validity, to evaluate our model’s fitness. As a result of these assessments, we calculated various indicators, such as the average variance, loading factor, composite reliability (C.R.), and Cronbach alpha (AVE), to gauge the quality of our results. Notably, the Cronbach alpha coefficients for all variables fell within the range of 0.896 to 0.978, surpassing the recommended threshold of 0.70 [109]. This indicates that our measurements exhibited strong internal consistency, reliability, and validity, higher than the expected variance value. Additionally, the factor analysis explored any unaccounted-for variables that might affect the covariation among different observations. Factor loading values, which represent the extent to which a variable explains the variance in a particular element, were examined. When factor loading exceeds 0.70, it signifies that the factor successfully extracted variance from the variable using structural equation modeling. In our case, the estimated factor loading values for all variables ranged from 0.742 to 0.967, indicating significant convergence validity among the measurement constructs. Furthermore, the composite reliability (C.R.) values for latent constructs were assessed, ranging from 0.921 to 0.982, above the acceptable reliability level of 0.70. We also used a significant threshold of 1.96, with a p-value of 0.05, to identify significant parameters. Finally, our calculated average variance explained (AVE) values for the entire set of constructs ranged from 0.702 to 0.902, exceeding the recommended threshold of 0.50, which is considered excellent and acceptable [109]. This underscores the effectiveness of the measurement questions in accurately reflecting the characteristics of each research variable, as illustrated in Table 1 below.

4.3. Discriminant Validity and the Correlation Matrix

The covariance values served as robust indicators of a notable correlation existing between the constructs and the study’s outcome variable. All independent and dependent variables demonstrated a positive and statistically significant relationship based on the Average Variance Extracted (AVE) derived from the observed variables, with p-values below 0.05 (see

Table 4. Reliability and validity test analysis.

Constructs	Items	Factor Loading	Cronbach’s Alpha	Composite Reliability	(AVE)
	OC1	0.863
	OC2	0.927
Organizational Change	OC3	0.926	0.962	0.97	0.842
	OC4	0.947
	OC5	0.929
	OC6	0.912
	EP1	0.916
	EP2	0.918
Employee Participation	EP3	0.949	0.952	0.962	0.808
	EP4	0.852
	EP5	0.948
	EP6	0.801
	EMP1	0.941
	EMP2	0.982
Empowerment	EMP3	0.943	0.978	0.982	0.902
	EMP4	0.903
	EMP5	0.967
	EMP6	0.96
	TW1	0.881
	TW2	0.911
Teamwork	TW3	0.782	0.916	0.935	0.705
	TW4	0.874
	TW5	0.816
	TW6	0.765
	HL1	0.772
	HL2	0.897
Humble Leadership	HL3	0.889	0.896	0.921	0.702
	HL4	0.872
	HL5	0.746
	HL6	0.772

Sources: Authors/Smart PLS 4.

). Hence, the covariance values affirm the presence of significant associations and correlations among all the constructs.

Table 5. Correlation matrix and discriminant validity result analysis.

	EMP	EP	HL	OC	TW
EMP	0.95
EP	0.834	0.899
HL	0.779	0.76	0.838
OC	0.888	0.838	0.803	0.918
TW	0.738	0.736	0.797	0.758	0.84

Sources: Authors/Smart PLS 4.

presents the correlation matrix and the results of the discriminant validity analysis.

4.4. Cross-Loading Value

According to the cross-loading methodology, an individual item is expected to manifest more robust loadings on its designated parent construct than on any other constructs examined. When an item demonstrates a higher affinity for an alternative construct instead of its intended primary construct, it raises valid concerns regarding discriminant validity as observed in

Table 6. Cross-loading factors.

Items	EMP	EP	HL	OC	TW
EMP1	0.941	0.804	0.758	0.846	0.731
EMP2	0.982	0.814	0.752	0.859	0.714
EMP3	0.943	0.79	0.742	0.847	0.691
EMP4	0.903	0.781	0.713	0.819	0.65
EMP5	0.967	0.793	0.741	0.855	0.707
EMP6	0.96	0.769	0.731	0.833	0.709
EP1	0.82	0.916	0.77	0.823	0.73
EP2	0.798	0.918	0.743	0.8	0.721
EP3	0.774	0.949	0.715	0.783	0.674
EP4	0.674	0.852	0.583	0.665	0.581
EP5	0.773	0.948	0.709	0.782	0.673
EP6	0.636	0.801	0.544	0.638	0.568
HL1	0.448	0.467	0.772	0.495	0.546
HL2	0.668	0.638	0.897	0.701	0.683
HL3	0.785	0.746	0.889	0.781	0.735
HL4	0.801	0.786	0.872	0.809	0.774
HL5	0.433	0.437	0.746	0.465	0.536
OC1	0.728	0.686	0.664	0.863	0.646
OC2	0.818	0.777	0.734	0.927	0.687
OC3	0.82	0.768	0.727	0.926	0.685
OC4	0.836	0.78	0.762	0.947	0.713
OC5	0.835	0.789	0.761	0.929	0.711
OC6	0.844	0.806	0.764	0.912	0.728
TW1	0.687	0.676	0.723	0.709	0.881
TW2	0.755	0.717	0.759	0.761	0.911
TW3	0.515	0.511	0.582	0.551	0.782
TW4	0.715	0.703	0.753	0.706	0.874
TW5	0.507	0.545	0.593	0.546	0.816
TW6	0.467	0.507	0.56	0.487	0.765

Sources: Authors/Smart PLS 4.

. Moreover, if the discrepancy in loadings falls below the critical threshold of 0.10, it serves as a clear indicator that the item is concurrently loading onto the alternative construct, thus posing a threat to discriminant validity [110].

The results exposed the meaningfulness of the items we used to measure the research model.

4.5. Structural Model and Hypotheses Test Results

The structural model was used in the first step to test model fitness, then in the second step to research the hypothesis and test the model. A number that represents how well the model matches the sample data is known as an absolute fit index [111]. The Standardized Root Mean Square Residual (SRMR) is an entirely appropriate index. When this number is less than 0.10 (<0.1), the model fits the data well [112]. It is defined as the standard deviation between the observed and anticipated correlations. In this study, the SRMR of the structural model was found to be 0.074. The Normed Fit Index (NFI) was also 0.770 [113]. The closer the NFI is to 1, the better the fit. Based on the SRMR and NFI values, this research model is well-fitted. According to the literature review, to be significant, the coefficient of determination (R²) had to be greater than 0.1 (>0.1) [108]. All observed R² values in this study (OC = 0.838; HL = 0.725 > 0.1) as shown in Figure 2 are greater than recommended, which means it has significant predictive accuracy. It has a moderate level of predictive accuracy if it is 0.33; if it is 0.19 or higher, it has a poor level of predictive accuracy [108].

4.6. Path Coefficients and t-Value Estimation

Path coefficients indicate the direct correlation between two variables; they represent the standardized beta coefficients (β) of ordinary least squares regressions and are evaluated next in the inner model evaluation. The algebraic sign and value of each path must correspond to the research hypotheses that serve as the theoretical foundation. Furthermore, bootstrapping processes that produce a t-statistic are required to determine the relevance of each path. Bootstrapping was used in this study on a total of 5000 samples. The t-statistic is generally used to measure the difference between two sets of expressed variables. To be considered significant at a 95% confidence level, the t-statistic must be greater than 1.964. As shown in

Table 7. Statistical results of the structural model and path coefficients.

Path	β	Std. Error	T Statistics	p-Value *
EMP → HL	0.298	0.075	3.977	0.000
EMP → OC	0.506	0.054	9.446	0.000
EP → HL	0.190	0.065	2.914	0.004
EP → OC	0.224	0.044	5.077	0.000
HL → OC	0.172	0.048	3.598	0.000
TW → HL	0.437	0.056	7.767	0.000
TW → OC	0.083	0.041	1.999	0.046

Sources: Authors/Smart PLS 4. Note: * p < 0.05.

, which displays the path outcomes and associated t-values, all of the predicted associations in the model are significant and consistent with the expected direction.

The path results showed that humble leadership mediates the relationship between employee involvement and organizational change in the refinery and telecommunications companies of Côte d’Ivoire.

Table 8. Summary of hypothesized results.

Hypotheses	Paths	β	T-Value	p-Value *	Decision
H1 (+)	EMP → HL	0.298	3.977	0.000	Supported
H2 (+)	EMP → OC	0.506	9.446	0.000	Supported
H3 (+)	EP → HL	0.190	2.914	0.004	Supported
H4a (+)	EP → OC	0.224	5.077	0.000	Supported
H4b (+)	HL → OC	0.172	3.598	0.000	Supported
H4c (+)	TW → HL	0.437	7.767	0.000	Supported
H5 (+)	TW → OC	0.083	1.999	0.046	Supported
Mediation
H6a (+)	EMP → HL → OC	0.051	2.395	0.017	Supported
H6b (+)	EP → HL → OC	0.033	2.121	0.034	Supported
H6c (+)	TW → HL → OC	0.075	3.780	0.000	Supported

Sources: Authors/Smart PLS 4. Note: * p < 0.05.

indicates that all hypotheses have been confirmed. Supporting the great impact of employee participation, empowerment, teamwork, and humble leadership on the success of any change, as stated by previous Western studies [10,30,31,52,86,114].

Table 9. Model strength and quality.

F Square						R Square	Q Square
	EMP	EP	HL	OC	TW		SSO	SSE	Q2 (=1 − SSE/SSO)
EMP			0.087	0.394			1884.000	1884.000	0.000
EP			0.036	0.081			1884.000	1884.000	0.000
HL				0.050		0.725	1570.000	804.804	0.487
OC						0.838	1884.000	564.920	0.700
TW			0.283	0.013			1884.000	1884.000	0.000

Sources: Authors/Smart PLS 4.

represents all the obtained results. R square (R² ≥ 0.1) is the value to assess the variance between the endogenous and exogenous variables. F square represents the effect size and must be, and Q square measures the predictive relevance; its value must be greater than zero to be relevant for the assessed variables [97].

5. Discussions

The results of the present investigation indicate that humble leadership plays a crucial role in facilitating organizational change by fostering an atmosphere of trust and openness, thereby enabling employees to confront future challenges intentionally [40,87]. This conducive environment created by humble leadership aids in reducing resistance to change among employees [115]. The growing focus of scholars and managers on leadership styles underscores their significance in contemporary contexts. Through a thorough examination of the specific circumstances within the study sample, the importance of employee involvement has been highlighted, leading to recommendations for effectively navigating organizational uncertainty.

The correlation between employee involvement and the success of organizational change has been validated by research conducted by [34] and Shin et al. [68], who emphasized the enhancement of organizational innovation through allowing employees to contribute their insights on innovation strategies. Similarly, ref. [116] examined employee participation through the lens of dynamic capabilities, revealing the pivotal role of engaging employees in identifying business prospects, fostering trust, and establishing informal control mechanisms.

Hypothesis 2 underscores the positive impact of empowerment on the effectiveness of organizational change. This aligns with the research by Liu, Han, and Zhang [117], which demonstrates empowerment as a key driver of employee service innovation within the Chinese context. Similarly, a study in Sri Lanka [118] highlights the importance of empowerment in addressing service failures within the hotel industry. While employee training yields benefits for both employers and employees, greater job autonomy can further enhance the wellbeing of service workers. Moreover, the influence of cultural beliefs on employee empowerment is acknowledged, as highlighted by Wen et al. [119], who explored the role of empowerment in work engagement as a critical component for overall performance. Our findings resonate with these studies.

Regarding Hypothesis 3, which pertains to teamwork and its effectiveness in organizational change, ref. [120] highlighted the significant impact of genuine collaborative efforts among physicians on enhancing patient safety outcomes. The findings from studies conducted by [121] offer compelling evidence linking enhanced teamwork to the improvement of critical thinking abilities. Moreover, increased teamwork and higher levels of motivation were found to correlate with improved critical thinking, while a better understanding of teamwork was associated with enhanced future work skills. Our findings are consistent with those of [122], who emphasized the importance of considering various factors such as the working environment, organizational structure, personnel, and tools as inputs to mitigate medical errors resulting from patient handoffs. Their results underscore the multidimensional nature of the process, involving the organization, teams, healthcare providers, and patients, all of which contribute to improving overall outcomes.

In the realm of organizational change capabilities, the significance of humble leadership has been explored in scholarly research. Ref. [123] delves into this aspect, particularly in the context of IT uncertainties, demonstrating the advantages of humble leadership in facilitating organizational adaptability. The study underscores the symbiotic relationship between servant leadership and organizational performance in contemporary organizations. Furthermore, Yang, Zhou, and Luo [41] investigate the critical role of service quality in healthcare, specifically among nurses, and examine how humble leadership contributes to fostering innovative behaviors among peers, thereby enhancing work engagement. Their findings corroborate the positive impact of humble leadership, aligning with similar conclusions drawn in our own research.

The positive correlation between employee participation (4a), empowerment (4b), and teamwork (4c) and the successful implementation of change within an organization, along with the impact of humble leadership on organizational change effectiveness, is well-documented. Research findings validate the interrelationship among these variables, as elucidated by [63] in their investigation into achieving organizational performance through enhanced employee involvement and alignment with the ethos of humble leadership. Similarly, Jabber et al. [124] underscore the pivotal role of servant leadership in fostering collaboration across different management levels within Bangladesh Police offices, reinforcing a parallel perspective.

5.1. Theoretical Implications

This study serves as an inaugural stride in augmenting our comprehension of the pivotal role played by modest leadership in navigating organizational change. Our documented observations carry profound implications for advancing scholarly inquiries into the constituent elements of employee involvement and their consequential effects on the efficacy of transformative initiatives. We elucidated the paramount importance of fostering employee engagement, cultivating collaborative teamwork, and empowering individuals to cultivate an environment conducive to change, notwithstanding its inherent intricacies and uncertainties. The empirical findings gleaned from this inquiry underscore the compelling notion that, by prioritizing employee engagement, embracing diverse managerial perspectives, and fostering synergistic collaborations, organizations can effectively surmount challenges inherent in the change process. Tailored training initiatives tailored for committed employees, clearly delineated change objectives, and steadfast advocacy for the overarching vision are integral strategies for mitigating employee resistance and steering towards desired outcomes. Additionally, the moderating role of humble leadership, alongside broader organizational management’s supportive posture towards transformation, emerges as critical considerations within this scholarly discourse.

To mitigate employee resistance during times of change, it is essential to facilitate transparent communication with all stakeholders. It is also essential to provide targeted training to directly involved employees, articulate clear change objectives, and foster a shared vision. Employee involvement (EI) can be an effective tool for enhancing communication and trust between organizations and their employees. However, for EI to yield maximum benefits, it must be implemented in conjunction with sound change strategies. Since employees are often the most directly impacted by these initiatives, achieving successful change primarily hinges on meeting their needs alongside the organization’s desired outcomes.

The following change roadmap is based on the initial change process provided by the pioneer of change studies [30,37,125,126,127,128,129], considering the facts that change can succeed or fail [5]. One of the well-known practices from previous change methods was to present change as “Change or Die”, implying that the company has no other options. This is possible, but resistance will increase, and employees may not understand the importance of change, as discussed in their recent studies [13]. Instead of viewing “Change or Die” as a matter of urgency that truly affects businesses in this day and age, managers should frame it as a collaborative process in which employees can learn from one another and share backgrounds and experiences [52]. In this way, the lower the resistance to change, the greater the involvement and the greater the benefits to the entire organization. Following the preceding steps, change will become a part of daily management rather than a one-time event. In simple terms, leaders must promote a participatory approach that includes a varied business unit as a watcher or actor so that everyone is on the same informational level [114,122,130,131,132,133,134]. Taking these steps does not guarantee that change will be successful; failure is an option, but it is not fatal. The most important thing is to learn from mistakes and be able to train and strengthen the company’s internal change model. Finally, as recommended by Kurt Lewin [12], celebrating change is necessary to maintain behaviors and work habits brought about by change while also promoting best practices. From our reading and diverse experiences, we proposed the following change roadmap (see Figure 3) as a steppingstone for the African context, particularly Ivorian organizations.

5.2. Limitations of the Study

Delving into this subject matter necessitates a substantial population and an extended period of dedicated scholarly research. Consequently, our primary constraint revolves around the relatively modest scale of our research sample. Moreover, while the study was initially conducted in English, it underwent translation into French for survey participants due to their geographical location. This translation introduces the potential for communication bias, which could exert an influence on the quality of both inquiries and responses. It is also pertinent to note that our study exclusively focused on privately held enterprises. In a related academic context, certain scholars have traversed the landscape of subjects such as communication, corporate culture, and their role in steering organizational change [30,135]. Hence, it is recommended to conduct a follow-up investigation in varied contexts, possibly with a more consistent sample composition, to corroborate the hypothesized relationships.

5.3. Future Research

In forthcoming academic inquiries, it might be worthwhile to probe the intermediary influence of humble leadership in facilitating change implementation as well as pinpoint the most fitting corporate culture to address change prerequisites. Such investigations could significantly contribute to shaping effective communication avenues and systems to cater to the informational cravings of employees in the context of public organizations or non-mentioned industries to ensure the consistency of the variables.

6. Conclusions

The primary objective of this study was to explore how employee involvement influences the effectiveness of organizational change. Drawing upon our extensive literature review, we identified three key factors: employee participation, empowerment, and teamwork, as independent variables. These factors were connected through the intermediary role of humble leadership, leading to our dependent variable. Our research uncovered support for all seven hypotheses, confirming their significance through data collection and analysis using Smart PLS. This study underscores the critical relationship between these three factors, as outlined independently within the existing literature, and demonstrates their potential benefits for organizations.