نقش واسطه ای سوت زنی سازمانی در ارتباط بین سکوت سازمانی و رهبری تحول آفرین در مدیران مدارس

سیروس حدادنیا ¹ ( گروه علوم تربیتی ، دانشگاه آزاد اسلامی واحد نورآباد ممسنی، نورآباد ممسنی، ایران. )

تاریخ ارسال : 1403/02/24 تاریخ تایید : 1403/05/06

کلید واژه: رهبری تحول آفرین, سکوت سازمانی, سوت زنی سازمانی,

چکیده مقاله :

این مطالعه با هدف بررسی رابطه سکوت سازمانی و رهبری تحول آفرین با نقش واسطه ای سوت زنی سازمانی از دیدگاه مدیران مدارس متوسطه شهر شیراز بود. پژوهش حاضر به لحاظ هدف، کاربردی و به لحاظ ماهیت مسئله و روش گردآوری داده ها از نوع پژوهش های توصیفی- همبستگی بود و جز پژوهش های پیمایشی محسوب بود. جامعه آماری شامل کلیه مدیران مدارس متوسطه شهر شیراز به تعداد 217 نفر و با توجه به جدول مورگان، حجم نمونه آماری حدود 127 نفر در نظر گرفته شد. روش نمونه گیری، تصادفی خوشه ای بود. از سه پرسشنامه سکوت سازمانی ون داین و همکاران (2003)، رهبری تحول آفرین باس و آولیو (۲۰۰۰) و سوت زنی سازمانی صفری و فتاح (1397) استفاده شد. روایی محتوایی هر سه پرسشنامه توسط صاحبنظران تأیید و پایایی آن پس از اجرای آزمایشی بین 30 نفر از مدیران به وسیله محاسبه آلفای کرونباخ برای سه پرسشنامه به ترتیب 84/0 ، 90/0 و 94/0 تعیین شد. داده های گردآوری شده با استفاده از ضریب همبستگی پیرسون و تحلیل مسیر و نرم افزارهای SPSS و AMOS مورد تحلیل قرار گرفت. نتایج نشان داد که رابطه معناداری بین سکوت سازمانی و ابعاد آن با رهبری تحول آفرین و سوت زنی سازمانی برقرار بود و همچنین سوت زنی سازمانی و ابعاد آن رابطه معناداری با رهبری تحول آفرین دارند. در نهایت نتایج آزمون تحلیل مسیر نشان داد که سوت زنی سازمانی در رابطه بین سکوت سازمانی و رهبری تحول آفرین، نقش واسطه ای داشت.

چکیده انگلیسی :

The purpose of this study was to investigate the relationship between organizational silence and transformational leadership with the mediating role of organizational whistle-blowing from the perspective of secondary school principals in Shiraz. In terms of purpose, the present research was applied, and in terms of the nature of the problem and the method of data collection, it was a descriptive-correlation type of research, and it was considered one of the survey researches. The statistical population of this research included all the principals of secondary schools in Shiraz, numbering 217 people, and according to Morgan's table, the statistical sample size was considered to be about 127 people. The sampling method was cluster random. To collect data, three questionnaires were used: organizational silence , transformational leadership, and organizational whistle-blowing. The content validity of all three questionnaires was confirmed by experts and its reliability was determined after a trial run among 30 managers by calculating Cronbach's alpha for three questionnaires, respectively 0.84, 0.90 and 0.94. The collected data were analyzed using Pearson's correlation coefficient and path analysis and SPSS and AMOS software. The results showed that there was a significant relationship between organizational silence and its dimensions with transformational leadership and organizational whistle-blowing, and organizational whistle-blowing and its dimensions have a significant relationship with transformational leadership. Finally, the results of the path analysis test showed that organizational whistle-blowing played a mediating role in the relationship between organizational silence and transformational leadership from the perspective of secondary school principals.

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