اثر ساختاری رهبری اخلاقی بر رفتار سکوت سازمانی با نقش واسطه‌ای جو سکوت
محورهای موضوعی : آموزش و پرورش
رسول علیجانی
1
(دانشجوی دکترای مدیریت آموزشی دانشگاه سمنان، سمنان، ایران)
سیاوش طالع پسند
2
(دانشیار دانشکده روان‌شناسی و علوم تربیتی، دانشگاه سمنان، سمنان، ایران)
کلید واژه: سکوت سازمانی, رهبری اخلاقی, جو سکوت, رفتار سکوت,
چکیده مقاله :
هدف این پژوهش بررسی اثر ساختاری رهبری اخلاقی بر رفتار سکوت کارمندان با نقش واسطه‌ای جو سکوت بود.پژوهش از نوع مطالعات همبستگی است. جامعه آماری تمامی کارمندان ادارات آموزش و پرورش شهر مشهد در سال 93-92 بودند. نمونه‌ای به حجم 171 نفر با روش نمونه‌گیری تصادفی طبقه‌ای انتخاب شد. شرکت‌کنندگان پرسش‌نامه رهبری اخلاقی و سکوت سازمانی را تکمیل کردند. داده‌ها با مدل معادله‌های ساختاری و با نرم‌افزار LISREL تحلیل شدند. یافته‌ها نشان دادند که نیرومندترین نشانگر سازه نهفته رهبری اخلاقی احترام و ساختن جامعه است. افزون بر آن، نیرومندترین نشانگر سازه نهفته جو سکوت سازه نگرش سرپرستان است. در مدل ساختاری تدوین‌شده، یافته‌ها نشان می‌دهند که رهبری اخلاقی بر جو سکوت اثر ساختاری منفی دارد (69/. - = GA). اثر غیرمستقیم رهبری اخلاقی بر رفتار سکوت منفی (171/0-) است. هم‌چنین، جو سکوت سازمان بر رفتار سکوت کارمندان اثر ساختاری مستقیم (25/.= BE) دارد. در نتیجه برای مقابله با رفتار سکوت سازمانی و بهره‌گیری از تجربیات کارکنان باید جو سکوت سازمانی را از میان برداشت. عاملی بسیار مؤثر در این زمینه رهبری اخلاقی است. استفاده از این نوع رهبری با کمرنگ شدن جو سکوت همراه است که در پی آن می‌توان انتظار داشت رفتار سکوت سازمانی کاهش یابد.
Organizational Silence is common phenomenon in organizations and it is an available and tangible reality for managers and employees. The Purpose of this paper is studying structural effect of ethical leadership on employee silence behavior with intermediary role of silence climate. The study was correlational. The population of the city of Mashhad education departments of all employees in the 1392-1393 years. The sample size of 200 employees was randomly selected. The participants completed Inventory about ethical leadership and organizational silence. The data were analyzed using structural equation modeling with LISREL software. The results showed that ethical leadership can be defined as indicators of respect, service, justice, honesty and building community operationally. The strongest indication of this structure is ‘respect’ and ‘building community’. Additionally, the invisible structure of silence climate can be defined operationally with Top management attitudes, supervisor’s attitude an opportunity of communications. The supervisor's attitude is the strongest indicator of this structure. The developed structural model of results shows that ethical leadership has negative structural effects (GA=-0/69). Indirect effect of ethical leadership is negative (-0/171). Also organization silence climate has direct structural effect on employees’ silence behavior (BE=0/25). In order to stop the organizational silence behavior and benefit from experiences of employees we should remove the climate of organizational silence. Ethical leadership is a significant factor in this regard. Using this type of leadership associated with removing silent climate in turn can be expected to organizational silence behavior.
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