The predictive effect of relational transparency on organizational resilience in the construction sector in Zimbabwe

Abstract

The study investigated the extent to which relational transparency as a dimension of authentic leadership served as a predictor of organizational resilience within Zimbabwe’s construction sector. Motivated by the evident instability and high attrition rate among the construction firms in Zimbabwe, this study sought to examine whether the presence of relational transparency contributed to organizational adaptability and survival amid diversity. The research evidence, both international and local revealed a notable paucity of studies directly examining the intersection between relational transparency a key strand of authentic leadership and organizational resilience, particularly within the African context. The relational transparency variable has been fully conceptualized over time and over a number of fields but its measurement has remained relatively subjective. Drawing from the theory of authentic leadership and Organisational Resilience theory the study sought to determine how the dimension of relational transparency relatively advocated by Walumbwa et al., (2009.) enhances the adoptive capacity of the organisations in the construction sector.  A cross-sectional research design was employed.  The population was approximately 3000 companies in the construction sector. Using the Taro Yamne sample size formula, a study sample of 353 was used.  Statistical analysis using a structural equation modelling (SEM) determined a significant positive relationship between relational transparency and organisational resilience (β = 0.276, p < 0.05). This paper positioned relational transparency, a key constituent of authentic leadership as a potentially critical and vital determinant of organizational resilience in settings inundated and experiencing volatility. The findings substantiated the hypothesis that relational transparency is a significant predictor of organizational resilience in the Zimbabwe construction industry, particularly during periods of crises and disruption. These results provided empirical support for integrating relational transparency as a constituency of authentic leadership into leadership development and crisis preparedness strategies within the sector.