اعتبارسنجی الگوی مفهومی رهبری شورانگیز ویژه شرکت های دانش بنیان
محورهای موضوعی : مدیریت منابع انسانی
زکیه بیکی دمنه
1
,
سیدمحسن علامه
2
,
اکبر اعتباریان
3
,
سعید شریفی
4
1 - دانشجوی دکتری مدیریت دولتی، واحد اصفهان ،دانشگاه آزاد اسلامی، خوراسگان، ایران.
2 - دانشیار، گروه مدیریت ،دانشگاه اصفهان،اصفهان،ایران
3 - استادیار دانشگاه آزاد اسلامی واحد خوراسگان،گروه مدیریت، اصفهان.
4 - استادیار گروه مدیریت و برنامه ریزی امور فرهنگی، دانشگاه آزاد اسلامی، واحد اصفهان(خوراسگان)، اصفهان، ایران
کلید واژه: رهبری, رهبری شورانگیز, شرکت های دانش بنیان,
چکیده مقاله :
زمینه و هدف: رهبری شورانگیز، یک سبک رهبری است که پیروان را الهام می بخشد و توانمند می کند. هدف پژوهش حاضر، اعتبارسنجی مولفه‌های الگوی رهبری شورانگیز در شرکت های دانش بنیان می‌باشد. روش بررسی: این پژوهش به روش‌‌ترکیبی انجام شد و از مصاحبه‌های عمیق با 17 نفر از متخصصان در حوزه موضوع در سطح کشورتا اشباع نظری بود. اعتبار داده‌های پژوهش از طریق بازگشت به مشارکت‌‌‌کنندگان و ممیزیان بیرونی تایید شد. تحلیل داده ها بر اساس مدل اشتراس و کوربین در نرم افزاراطلس تی‌‌ای 8، انجام گرفت. در بخش کمی از تحلیل عامل تاییدی استفاده شد. یافته ها: الگوی مفهومی رهبری شورانگیز در شرکت های دانش بنیان مشتمل بر عوامل عوامل علی، پدیده محوری، مداخله‌گر، بسترها، راهبردها و پیامدها طراحی شد. تحلیل عاملی تائیدی نشان داد که داده‌ها درست اندازه‌‌‌گیری شده اند. نتیجه گیری: برای ارتقای سبک رهبری شورانگیز در سازمان های دانش بنیان، توجه به عوامل علی، عومل مداخله گر و بسترها توسط مدیران بسیار حائز اهمیت است، زیرا این سه مقوله سبب ارتقای پدیده محوری که همان رهبری شورانگیز است، می شود.
Background and purpose: Engaging leadership is a leadership style that inspires and empowers followers. The purpose of the current research is to validate the components of the engaging leadership model in knowledge-based companies. Research method: This research was conducted in a mixed method and was based on in-depth interviews with 17 experts in the field of the subject at the country level until theoretical saturation. The validity of the research data was confirmed by going back to the participants and external auditors. Data analysis was done based on the Strauss and Corbin model in the Atlas TIA 8 software. In the quantitative part, confirmatory factor analysis was used. Findings: A conceptual model of engaging leadership in knowledge-based companies was designed, including the factors of causal factors, central phenomenon, interveners, platforms, strategies and consequences. Confirmatory factor analysis showed that the data were correctly measured. Conclusion: In order to improve the engaging leadership style in knowledge-based organizations, it is very important for managers to pay attention to causal factors, intervening factors, and platforms, because these three categories promote the central phenomenon that is engaging leadership.
References
Amoah, R. F. F. A. (2022). Leadership Styles and Spiritual Traits of Catholic Priests: A Research Exploring the Relationships between Leadership Styles and Spiritual Traits of Catholic Priests. Fulton Books, Inc.
Badura, K. L., Galvin, B. M., & Lee, M. Y. (2021). Leadership emergence: An integrative review. Journal of Applied Psychology, 107(11), 2069–2100 https://doi.org/10.1037/apl0000997
Breevaart, K., Bakker, A. B., Demerouti, E., & van den Heuvel, M. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology. 30(7), 754–770. https://doi.org/10.1108/JMP-03-2013-0088
Chan, S. (2021). Burnout, engagement & leadership. Revista da Associação Médica Brasileira, 67: 1217-1220. https://doi.org/10.1590/1806-9282.20210566
Chen, S., & Cuervo, J. C. (2022). The influence of transformational leadership on work engagement in the context of learning organization mediated by employees’ motivation. The Learning Organization, (ahead-of-print). https://doi.org/10.1108/TLO-01-2022-0011
Chin, R. J. (2015). Examining teamwork and leadership in the fields of public administration, leadership, and management. Team Performance Management: An International Journal, 21(3/4), 199-216. https://doi.org/10.1108/TPM-07-2014-0037
Costa, P. L., Passos, A. M., & Bakker, A. B. (2014). Team work engagement: A model of emergence. Journal of occupational and organizational psychology, 87(2), 414-436. https://doi.org/10.1111/joop.12057
Duarte, P. J. D. S. (2021). Temas emergentes sobre equipas em trabalho remoto (Doctoral dissertation). http://hdl.handle.net/10400.22/19962
Elkhwesky, Z., Salem, I. E., Ramkissoon, H., & Castañeda-García, J. A. (2022). A systematic and critical review of leadership styles in contemporary hospitality: a roadmap and a call for future research. International Journal of Contemporary Hospitality Management, 34(5), 1925-1958. https://doi.org/10.1108/IJCHM-09-2021-1128
Ghimire, S., Haron, A. J., & Bhatti, H. S. (2021). Transformational Leadership and Employee Creativity in an Information Technology (IT) Enterprises: Moderating Role of Openness to Experience. Hypothesis, 10(2). https://www.researchgate.net/publication/350723187
Gillespie, M. A., & Marquet, L. D. (2018). Senior Leaders Are Extreme Cases, Not Special Cases. Industrial and Organizational Psychology, 11(4), 682-685. DOI:10.1017/iop.2018.131
Glaser, B. G., & Strauss, A. L. (2017). The discovery of grounded theory: Strategies for qualitative research. Routledge. https://doi.org/10.1017/iop.2018.131
Grint, K., & Jones, O. S. (2022). Leadership: Limits and possibilities. Bloomsbury Publishing.
Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review, 5(5), 1-6. DOI: https://doi.org/10.31538/iijse.v5i2.2209
Kontoghiorghes, C. Awbre, S. M., & Feurig, P. L. (2015). Examining the relationship between learning organization. Human Resource Development Quarterly, 16(2), 185-212. https://doi.org/10.1002/hrdq.1133
Kumar, G., Sharma, D., & Ratnesh, K. (2022). Innovative Leadership for Efficient Management Practices. International Journal of Research Publication and Review, 3(1), 1361-1365. https://ijrpr.com/uploads/V3ISSUE1/IJRPR2503.pdf
Legood, A., van der Werff, L., Lee, A., & Den Hartog, D. (2021). A meta-analysis of the role of trust in the leadership-performance relationship. European Journal of Work and Organizational Psychology, 30(1), 1-22. https://doi.org/10.1080/1359432X.2020.1819241
Marques, P. D. S. (2020). Burnout e trauma psicológico em enfermeiros em contexto hospitalar (Doctoral dissertation). http://hdl.handle.net/10400.26/31951
Mondal, B., & Behera, S. K. (2022). Leadership Challenges of the Institutional Heads of the Secondary Schools in the COVID-19 Pandemic: A Case Study in Bhangore Block, West Bengal. In Handbook of Research on Asian Perspectives of the Educational Impact of COVID-19 (pp. 305-322). IGI Global. https://doi.org/10.4018/978-1-7998-8402-6.ch017
Nikolova, I., Schaufeli, W., & Notelaers, G. (2019). Engaging leader–Engaged employees? A cross-lagged study on employee engagement. European Management Journal, 37(6), 772-783. https://doi.org/10.1016/j.emj.2019.02.004
Ofei-Dodoo, S., Long, M. C., Bretches, M., Kruse, B. J., Haynes, C., & Bachman, C. (2020). Work engagement, job satisfaction, and turnover intentions among family medicine residency program managers. International journal of medical education, 11: 47. https://doi.org/10.5116%2Fijme.5e3e.7f16
Park, J., Han, S. J., Kim, J., & Kim, W. (2021). Structural relationships among transformational leadership, affective organizational commitment, and job performance: the mediating role of employee engagement. European Journal of Training and Development, 49(9), 920-936. https://doi.org/10.1108/EJTD-10-2020-0149
Rahmadani, V. G., Schaufeli, W. B., Stouten, J., Zhang, Z., & Zulkarnain, Z. (2020). Engaging leadership and its implication for work engagement and job outcomes at the individual and team level: A multi-level longitudinal study. International journal of environmental research and public health, 17(3), 776. DOI: 10.3390/ijerph17030776
Rao, M. S. (2018). Soft Leadership and Engaged Leadership. In Engaged Leadership (pp. 265-278). Springer, Cham.
Richardson, J., & West, M. A. (2010). Engaged work teams. In Handbook of employee engagement. Edward Elgar Publishing.
Ronksley-Pavia, I., & Neumann, M. M. (2022) .Exploring Educator Leadership Practices in Gifted Education to Facilitate Online Learning Experiences for (Re)Engaging Gifted Students. Educ. Sci, 12: 99. https://doi.org/10.3390/educsci12020099
Rosing, F., Boer, D., & Buengeler, C. (2022). Leader Trait Self-control and Follower Trust in High-Reliability Contexts: The Mediating Role of Met Expectations in Firefighting. Group & Organization Management, DOI:10.1177/10596011221104295
Salas‐Vallina, A., Alegre, J., & López‐Cabrales, Á. (2021). The challenge of increasing employees' well‐being and performance: How human resource management practices and engaging leadership work together toward reaching this goal. Human Resource Management, 60(3), 333-347. https://doi.org/10.1002/hrm.22021
Sæther, K. O. W., & Bergman, L. V. (2019). The Effect of Shared Perception of Engaging Leadership on Employee Work Engagement–a Multilevel Framework (Master's thesis, The University of Bergen). https://hdl.handle.net/1956/19706
Schaufeli, W. B. (2015). Engaging leadership in the job demands-resources model. Career Development International, 20(5), 446-463. https://doi.org/10.1108/CDI-02-2015-0025
Schedlitzki, D. & Edwards, G. (2021). Studying leadership: Traditional and critical approaches. Sage. http://digital.casalini.it/9781529773453
Smith, D., Machin, M. A., Schaufeli, W., & Alban-Metcalfe, J. (2017). Self-determined leadership and motivation: relating two European constructs of engaging leadership and six dimensions of employee work motivation. https://sites.grenadine.co/sites/mcidublin
Tsai, C. J. (2022). Cross-Cultural Leadership Behavior Adjustment and Leader Effectiveness. In Academy of Management Proceedings (Vol. 2022, No. 1, p. 12631). Briarcliff Manor, NY 10510: Academy of Management.
Van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic—transformational leadership research: Back to the drawing board? Academy of Management Annals, 7(1), 1–60. https://doi.org/10.5465/19416520.2013.759433
Van Tuin, L., Schaufeli, W. B., & Van den Broeck, A. (2021). Engaging leadership: Enhancing work engagement through intrinsic values and need satisfaction. Human Resource Development Quarterly, 32(4), 483-505. https://doi.org/10.1002/hrdq.21430
