Abstract :
Abstract The present study aims was to determine the relationship between perception of authentic leadership and deviant behaviors among employees of education organization of Isfahan city through descriptive - correlation research method. The population in this study includes all employees of education organization, i.e. 663 people. On the basis of Cochran’s sample size, 243 individuals are selected through stratified random sampling method as the sample of study. To collect the required data, Walumbwa et al.’s (2008) questionnaire of authentic leadership and Bennett and Robinson’s (2000) questionnaire of deviant behaviors were used. Reliability of the questionnaire of authentic leadership turned out to be .85 and reliability of the questionnaire of deviant behaviors turned out to be .73 using Cronbach's alpha. Data were analyzed using Pearson correlation coefficient, stepwise regression and analysis of variance. The results showed that there was a significant reverse relationship between authentic leadership (p < .01, r = -.285), components of relational transparency (p < .01, r = -.226), internalized moral perspective (p < .05, r = -.160), and balanced processing (p < .01, r = -.196) with deviant behaviors. Also, from among the components of authentic leadership, relational transparency, balanced processing, and internalized moral perspectives were able to predict staff’s deviant behaviors, respectively. The results showed that there was no significant difference between the scores of authentic leadership and deviant behaviors in terms of gender and age. The difference between the scores of deviant behaviors in terms of years of service wasn't significant, but the difference between the scores of authentic leadership in terms of years of service was significant. In addition, the results showed that there were significant differences between the scores of authentic leadership of staff with a working experience of less than 10 years, 10 to 20 years, and more than 20 years.
References:
فارسی
ارشدی، ن، پیریایی .ص، (1391)، اعتمادپذیری کارکن، قابلیت اعتماد سرپرست و اعتماد بین فردی به عنوان پیشایندهای رفتارهای انحرافی محیط کار.پایان نامه کارشناسی ارشد. دانشگاه شهید چمران اهواز.
باغبانیان، ع و ، خمرنیا،م، (1392)، بررسی رفتارهای انحرافی شغلی کارکنان بیمارستان امام علی( ع) زاهدان در سال1390، مجله دانشگاه علوم پزشکی رفسنجان، دوره دوازدهم، مرداد ، 408-399 .
پولادی دورهونی،آ ،(1393) ،تأثیر رهبری مخرب بر رفتارهای انحرافی بواسطه استرس شغلی و بهزیستی روانشناختی (مورد مطالعه کارکنان دانشگاه آزاد اسلامی خوراسگان ).پایان نامه کارشنای ارشد مدیریت دولتی. دانشگاه آزاد اسلامی واحد خوراسگان.
خجسته بوجار، م، (1388)، بررسی تأثیر سبک رهبری خدمتگزار مدیران بر اعتماد سازمانی کارکنان دانشگاه فردوسی مشهد، پایان نامه کارشناسی ارشد مدیریت آموزشی، دانشگاه فردوسی مشهد.
سبحانی، ع ر، همتیان،ن، (1391)، بررسی رابطه هوش فرهنگی مدیران دانشگاه سمنان و ادراکات کارکنان از سبک رهبری اصیل آنها، فصلنامه رهبری و مدیریت آموزشی، دانشگاه آزاد اسلامی واحد گرمسار، سال ششم، شماره 2، تابستان ;51-39
شریف زاده،ف، پورولی ،ب، (1388)، بررسی عوامل موثر بر جلوگیری از تخلف کارکنان شاغل در نظام اداری،فصلنامه دانش ارزیابی، شماره 1 ;221-181 .
قانع نیا.م، ارشدی ، ن، سلطانیان، ن، فروهر، م، (1394)، تأثیر رفتارهای رهبری اصیل بر افزایش عملکرد کارکنان پتروشیمی، فصلنامه آموزش و توسعه منابع انسانی،سال دوم ، شماره 6 ; 141-125 .
گل پرور، م، نیری،ش، مهداد، ع، (1387)، رابطه استرس، فرسودگی هیجانی و رفتارهای انحرافی سازمانی در شرکت سهامی ذوب آهن «شواهدی برای مدل استرس- فرسودگی (عدم تعادل)- جبران»نشریه روان شناسی اجتماعی یافته های نو در روان شناسی، پاییز، دوره 2، شماره 8 ; 34-19
انگلیسی
Algera, P.M.,& Lips-Wiersma, M.)2012). Radical Authentic Leadership: Cocreating the conditions under which all members of the organization can be authentic, The Leadership Quarterly, 23(1):118-131.
Avolio, B. J., &Gardner, W. L. (2005).Authentic Leadership Development:Getting to the Root of Positive Forms of Leadership. The Leadership Quarterly,16,315 - 338.
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., May& D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6): 801-823
Avolio, B. J., & Mhatre, K. H. (2012). Advances in theory and research on authentic leadership. In K. S. Cameron, & G. M, Spreitzer. (Eds.), The Oxford handbook of positive organizational scholarship (pp. 773-783). New York, NY: Oxford University Press.
Bennett. R. J,& Robinson. S. L.(2000). Development of a measure of workplacedeviance. Journal of Applied Psychology, 85: 349-360.
Bowling, N. A., &Beehr, T. A.(2006). Workplace harassment from the victim's perspective: a theoretical model and meta-analysis. Journal of Applied Psychology, 91(5): 998.
Cooper, C. D., Scadura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16: 475-493
Diddams,M., &Chang,G.C.(2012).Only human: Exploring the nature of weakness in authentic leadership. The Leadership Quarterly,23,593-603.
Furmanczyk,J.)2010). The crosscultural leadership aspect. Journal of Intercultural Management, 2(2): 67-82.
Galperin BL (2002). Determinants of deviance in the workplace: an empirical examination in Canada and Mexico, unpublished doctoral dissertation. Concordia University. Montreal.
Gardner. W. L, Cogliser. C. C, Davis. K. M, & Dickens. M. P.(2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22: 1120 -1145.
Hartel, C. E. J., & Ashkanasy, N. M. (2011). Healthy human cultures as positive work environments. In N. M. Ashkanasy, C. P. M. Wilderom, & M. F. Peterson (Eds.), The handbook of organizational culture and climate (2nd ed., pp. 85-100).Thousand Oaks, CA: Sage.
Henle CA (2005). Predicting workplace deviance from the interaction between organizational justice and personality. Journal of Managerial Issues.17, (2): 247-256.
Klenke,K. (2007). Authentic Leadership: a self, leader, and spiritual identityperspective. International Journal of Leadership Studies,3(1): 68-97.
Moor,C, Detert, J.R.,Trevin o .L A., Baker,V. L., & Mayer, D. M.(2012). Why employees do bad things: Moral disengagementand unethical organizational behavior. Personnel Psychology,65, 1–48.
Neider,L.L., &Schriesheim,C.A.(2011). The Authentic leadership inventory(ALI): Development and empirical tests. The Leadership Quarterly,22:1146-1164.
Norman,S.M., Avolio,B.J., &Luthans,F. (2010). The impact of positivity and transparency on trust in leaders and their perceived effectiveness.The Leadership Quarterly,21,350-364.
Peterson,S.J., Walumbwa,F.O., Avolio,B.J., &Hannah,S.T. (2012). The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts. Leadership Quarterly,23: 502-516
Van Gils, S., Van Quaquebeke, N., van Knippenberg, D., van Dijke, M., De &Cremer, D. (2014). Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness. The Leadership Quarterly, 26(2): 190-203.
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., &Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34: 89–126.
Woolley,Lydia, Caza. Arran& Levy.Lester (2010).Authentic Leadership and Follower Development Psychological Capital, Positive Work Climate, and Gender.Journal of Leadership & Organizational Studies. 1(6) 641-661.
Yammarino, F. J., Dionne, S. D., Schriesheim, C. A., & Dansereau, F.(2008). Authentic leadership and positive organizational behavior: A meso, multi-level perspective. The Leadership Quarterly, 19(6): 693-707.
Zhu,W., Avolio,B.J., Riggio,R.E., &Sosik,J.J.(2011).The effect of authentic transformational leadership on follower and group ethics. The Leadership Quarterly 22:801-817.
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The relationship between perceptions of authentic leadership and staff’s deviant behaviors in education organization of Isfahan City
Abstract
The present study aims was to determine the relationship between perception of authentic leadership and deviant behaviors among employees of education organization of Isfahan city through descriptive - correlation research method. The population in this study includes all employees of education organization, i.e. 663 people. On the basis of Cochran’s sample size, 243 individuals are selected through stratified random sampling method as the sample of study. To collect the required data, Walumbwa et al.’s (2008) questionnaire of authentic leadership and Bennett and Robinson’s (2000) questionnaire of deviant behaviors were used. Reliability of the questionnaire of authentic leadership turned out to be .85 and reliability of the questionnaire of deviant behaviors turned out to be .73 using Cronbach's alpha. Data were analyzed using Pearson correlation coefficient, stepwise regression and analysis of variance. The results showed that there was a significant reverse relationship between authentic leadership (p < .01, r = .285), components of relational transparency (p < .01, r = -.226), internalized moral perspective (p < .05, r = -.160), and balanced processing (p < .01, r = -.196) with deviant behaviors. Also, from among the components of authentic leadership, relational transparency, balanced processing, and internalized moral perspectives were able to predict staff’s deviant behaviors, respectively. The results showed that there was no significant difference between the scores of authentic leadership and deviant behaviors in terms of gender and age. The difference between the scores of deviant behaviors in terms of years of service wasn't significant, but the difference between the scores of authentic leadership in terms of years of service was significant. In addition, the results showed that there were significant differences between the scores of authentic leadership of staff with a working experience of less than 10 years, 10 to 20 years, and more than 20 years.
Keywords: authentic leadership, deviant behaviors, staff of education organization of Isfahan city
فارسی
ارشدی، ن، پیریایی .ص، (1391) ، اعتمادپذیری کارکن، قابلیت اعتماد سرپرست و اعتماد بین فردی به عنوان پیشایندهای رفتارهای انحرافی محیط کار.پایان نامه کارشناسی ارشد. دانشگاه شهید چمران اهواز.
-باغبانیان، ع و ، خمرنیا،م، (1392)، بررسی رفتارهای انحرافی شغلی کارکنان بیمارستان امام علی) ع( زاهدان در سال1390، مجله دانشگاه علوم پزشکی رفسنجان، دوره دوازدهم، مرداد ، 408-399 .
-پولادی دورهونی،آ ،(1393) ،تأثیر رهبری مخرب بر رفتارهای انحرافی بواسطه استرس شغلی و بهزیستی روانشناختی (مورد مطالعه کارکنان دانشگاه آزاد اسلامی خوراسگان ).پایان نامه کارشنای ارشد مدیریت دولتی. دانشگاه آزاد اسلامی واحد خوراسگان.
-خجسته بوجار، م، (1388)، بررسی تأثیر سبک رهبری خدمتگزار مدیران بر اعتماد سازمانی کارکنان دانشگاه فردوسی مشهد، پایان نامه کارشناسی ارشدمدیریت آموزشی، دانشگاه فردوسی مشهد.
-سبحانی، ع ر، همتیان،ن، (1391)، بررسی رابطه هوش فرهنگی مدیران دانشگاه سمنان و ادراکات کارکنان از سبک رهبری اصیل آن ها، فصلنامه رهبری و مدیریت آموزشی، دانشگاه آزاد اسلامی واحد گرمسار،دسال ششم، شماره 2، تابستان ;51-39
-شریف زاده،ف، پورولی ،ب، (1388)، بررسی عوامل موثر بر جلوگیری از تخلف کارکنان شاغل در نظام اداری،فصلنامه دانش ارزیابی ، شماره 1 ;221-181 .
قانع نیا.م، ارشدی ، ن، سلطانیان، ن، فروهر، م، (1394)، تأثیر رفتارهای رهبری اصیل بر افزایش عملکرد کارکنان پتروشیمی، فصلنامه آموزش و توسعه منابع انسانی،سال دوم ، شماره 6 ; 141-125 .
گل پرور، م، نیری،ش، مهداد، ع، (1387)، رابطه استرس، فرسودگی هیجانی و رفتارهای انحرافی سازمانی در شرکت سهامی ذوب آهن «شواهدی برای مدل استرس- فرسودگی (عدم تعادل)- جبران»نشریه روان شناسی اجتماعی یافته های نو در روان شناسی، پاییز، دوره 2، شماره 8 ; 34-19
انگلیسی
Algera, P.M.,& Lips-Wiersma, M.)2012). Radical Authentic Leadership: Cocreating the conditions under which all members of the organization can be authentic, The Leadership Quarterly, 23(1):118-131.
Avolio, B. J., &Gardner, W. L. (2005).Authentic Leadership Development:Getting to the Root of Positive Forms of Leadership. The Leadership Quarterly,16,315 - 338.
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., May& D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6): 801-823
Avolio, B. J., & Mhatre, K. H. (2012). Advances in theory and research on authentic leadership. In K. S. Cameron, & G. M, Spreitzer. (Eds.), The Oxford handbook of positive organizational scholarship (pp. 773-783). New York, NY: Oxford University Press.
Bennett. R. J,& Robinson. S. L.(2000). Development of a measure of workplacedeviance. Journal of Applied Psychology, 85: 349-360.
Bowling, N. A., &Beehr, T. A.(2006). Workplace harassment from the victim's perspective: a theoretical model and meta-analysis. Journal of Applied Psychology, 91(5): 998.
Cooper, C. D., Scadura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16: 475-493
Diddams,M., &Chang,G.C.(2012).Only human: Exploring the nature of weakness in authentic leadership. The Leadership Quarterly,23,593-603.
Furmanczyk,J.)2010). The crosscultural leadership aspect. Journal of Intercultural Management, 2(2): 67-82.
Galperin BL (2002). Determinants of deviance in the workplace: an empirical examination in Canada and Mexico, unpublished doctoral dissertation. Concordia University. Montreal.
Gardner. W. L, Cogliser. C. C, Davis. K. M, & Dickens. M. P.(2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22: 1120 -1145.
Hartel, C. E. J., & Ashkanasy, N. M. (2011). Healthy human cultures as positive work environments. In N. M. Ashkanasy, C. P. M. Wilderom, & M. F. Peterson (Eds.), The handbook of organizational culture and climate (2nd ed., pp. 85-100).Thousand Oaks, CA: Sage.
Henle CA (2005). Predicting workplace deviance from the interaction between organizational justice and personality. Journal of Managerial Issues.17, (2): 247-256.
Klenke,K. (2007). Authentic Leadership: a self, leader, and spiritual identityperspective. International Journal of Leadership Studies,3(1): 68-97.
Moor,C, Detert, J.R.,Trevin o .L A., Baker,V. L., & Mayer, D. M.(2012). Why employees do bad things: Moral disengagementand unethical organizational behavior. Personnel Psychology,65, 1–48.
Neider,L.L., &Schriesheim,C.A.(2011). The Authentic leadership inventory(ALI): Development and empirical tests. The Leadership Quarterly,22:1146-1164.
Norman,S.M., Avolio,B.J., &Luthans,F. (2010). The impact of positivity and transparency on trust in leaders and their perceived effectiveness.The Leadership Quarterly,21,350-364.
Peterson,S.J., Walumbwa,F.O., Avolio,B.J., &Hannah,S.T. (2012). The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts. Leadership Quarterly,23: 502-516
Van Gils, S., Van Quaquebeke, N., van Knippenberg, D., van Dijke, M., De &Cremer, D. (2014). Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness. The Leadership Quarterly, 26(2): 190-203.
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., &Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34: 89–126.
Woolley,Lydia, Caza. Arran& Levy.Lester (2010).Authentic Leadership and Follower Development Psychological Capital, Positive Work Climate, and Gender.Journal of Leadership & Organizational Studies. 1(6) 641-661.
Yammarino, F. J., Dionne, S. D., Schriesheim, C. A., & Dansereau, F.(2008). Authentic leadership and positive organizational behavior: A meso, multi-level perspective. The Leadership Quarterly, 19(6): 693-707.
Zhu,W., Avolio,B.J., Riggio,R.E., &Sosik,J.J.(2011).The effect of authentic transformational leadership on follower and group ethics. The Leadership Quarterly 22:801-817.
