تأثیر رهبری زهرآگین بر بی‌تفاوتی سازمانی با نقش میانجی تنبلی سازمانی (مورد مطالعه: معلمان مدارس ابتدایی شهرستان سرباز)
محورهای موضوعی : تربیتی
مرتضی کوهی
1
(
دانشجوی کارشناسی ارشد مدیریت آموزشی، گروه مدیریت و برنامه‌ریزی آموزشی، دانشکده علوم تربیتی و روان‌شناسی، دانشگاه سیستان و بلوچستان، زاهدان، ایران.
)
ناصر ناستی زایی
2
(
دانشیار مدیریت آموزشی، گروه علوم تربیتی، دانشکده علوم تربیتی و روان‌شناسی، دانشگاه سیستان و بلوچستان، زاهدان، ایران.
)
کلید واژه: رهبری زهرآگین, بی‌تفاوتی سازمانی, تنبلی سازمانی, معلمان مدارس ابتدایی,
چکیده مقاله :
هدف پژوهش بررسی تأثیر رهبری زهرآگین بر بی‌تفاوتی سازمانی با نقش میانجی تنبلی سازمانی بود. روش پژوهش توصیفی-همبستگی است. جامعه پژوهش کلیه‌ی معلمان مدارس ابتدایی شهرستان سرباز در سال تحصیلی 98-1397 به حجم 377 نفر بود. 191 معلم به شیوه نمونه‌گیری تصادفی- طبقه‌ای (بر حسب جنسیت) از طریق سه پرسشنامه رهبری زهرآگین (Schmidt, 2008)، بی‌تفاوتی سازمانی (Danaee Fard, Hasanzadeh & Eslamiyeh, 2011) و تنبلی سازمانی (Ghafariniya & Rostami, 2017) مورد مطالعه قرار گرفتند. برای تجزیه و تحلیل داده‌ها از مدل معادلات ساختاری با کمک نرام‌افزارهای اس پی اس اس و لیزرل استفاده شد. بر اساس یافته‌ها اثر مستقیم رهبری زهرآگین بر بی‌تفاوتی سازمانی(51/4,t= 34/0β=)، اثر مستقیم رهبری زهرآگین بر تنبلی سازمانی (07/6, t=64/0β=)، و اثر مستقیم تنبلی سازمانی بر بی‌تفاوتی سازمانی (83/5, t=55/0β=)، معنادار بود (01/0> P). همچنین اثر غیرمستقیم رهبری زهرآگین بر بی‌تفاوتی سازمانی با میانجی‌گری تنبلی سازمانی (73/4, t=352/0β=) معنادار بود. (01/0> P). بنابراین می‌توان نتیجه‌گیری کرد که رهبری زهرآگین هم به طور مستقیم و هم به طور غیرمستقیم و از طریق متغیر میانجی تنبلی سازمانی بر بی‌تفاوتی سازمانی اثر مثبت و معنادار دارد.
The purpose of this study was to investigate the effect of toxic leadership on organizational indifference with mediating role of organizational laziness. This study was an applied and correlation research method based on structural equation modeling. The study population was all elementary school teachers in Sarbaz city in the academic year of 2018-19 (N=377). 191 elementary school teachers of Sarbaz city were studied by stratified random sampling method. To collect information, three questionnaires were used: Toxic Leadership (Schmitt, 2008), Organizational Indifference (Danaee Fard, Hasanzadeh & Eslamiyeh, 2011) and Organizational Laziness (Ghafariniya & Rostami, 2017). For data analysis structural equation modeling were used by SPSS and Lisrel software. Based on results the direct effect of toxic leadership on organizational indifference (β=0.34, t=4.51), direct effect of toxic leadership on organizational laziness (β=0.64, t=6.07) and direct effect of organizational laziness on organizational indifference (β=0.55, t=5.83) was significant (p<0.01). The indirect effect of toxic leadership on organizational indifference was also significant with the mediator role of organizational laziness (β=0.352, t=4.73, p<0.01). Therefore, it can be concluded that toxic leadership has a positive and significant relationship, directly and indirectly, through the organizational laziness mediation variable with the organizational indifference.
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