Purpose: The purpose of the study was to identify the relationship between strategic leadership levels of top managers that work in MoNE and their organizational change management capacity.
Research Methods: In the study, a quantitative research design was employed during data collection and the analysis phases. The population of the study was consisted of head workers, educational experts, MoNE specialist assistants, unit managers, teachers working at the head organization of MoNE, and department heads. The data were collected by reaching the all units of the population so in this study, “census” was done.
Findings: It was seen that there was a highly positive relation between the strategic leadership levels of top managers and their organizational change management capacity. It was also found that the subcategories of the SLQ were the meaningful predictors of all subcategories of the OCMQ.
Implications forResearch and Practice: It was seen that top managers in MoNE could not indicate strategic leadership attitudes during the organizational change management. Moreover, it was found out that top managers in MoNE were managing directors, they were not technical managers or transformative managers. MoNE should build the capacity of top managers on organizational change management.
Strategic leadership, organizational change management, top managers in MoNE, the central organization of MoNE