تأثیر رهبری اصیل بر توانمندسازی کارکنان از طریق نقش میانجی آوای سازمانی و عدالت سازمانی
محورهای موضوعی : سایر موضوعات مرتبط با مدیریت ورزشیرضا بهرامی 1 , سعید صادقی بروجردی 2 , رضا صابونچی 3
1 - دانشجوی دکتری مدیریت ورزشی، واحد بروجرد، دانشگاه آزاد اسلامی، بروجرد، ایران
2 - استاد مدیریت ورزشی، دانشکده علوم انسانی و اجتماعی، گروه تربیت‌بدنی و علوم ورزشی، دانشگاه کردستان، ایران
3 - دانشیار مدیریت ورزشی، واحد بروجرد، دانشگاه آزاد اسلامی، بروجرد، ایران
کلید واژه: آوای سازمانی, رهبری اصیل, توانمندسازی کارکنان, عدالت سازمانی,
چکیده مقاله :
این پژوهش با هدف تأثیر رهبری اصیل بر توانمندسازی کارکنان از طریق نقش میانجی آوای سازمانی و عدالت سازمانی انجام شد. شایان ذکر است که این پژوهش، توصیفی و از نوع مطالعات همبستگی بود. جامعه آماری پژوهش حاضر همه کارکنان ادارات ورزش و جوانان غرب کشور به تعداد 885 نفر بودند. درنهایت، تعداد 370 نفر به‌عنوان نمونه به‌صورت تصادفی ساده انتخاب شدند. ابزار پژوهش چهار پرسشنامه رهبری اصیل والومبا و همکاران (2000)، توانمندسازی کارکنان اسپریتزر (1995)، آوای سازمانی هامس (2009) و عدالت سازمانی مورمن و نیهوف (1993) بود. روایی صوری و محتوایی ابزار پژوهش توسط گروهی از اساتید صاحب‌نظر و روایی سازه آن به‌وسیله تحلیل عاملی تأییدی مبتنی بر مدل معادلات ساختاری تأیید گردید. همچنین پایایی پرسشنامهها با استفاده از ضریب آلفای کرونباخ گزارش شد. برای تجزیه‌و‌تحلیل داده‌ها از نرم‌افزارهای اس.پی.اس.اس.، اس.پی.اس.اس. سمپل‌پاور و اسمارت پی.ال.اس. استفاده گردید. نتایج نشان داد که آوای سازمانی اثر مثبت و معناداری بر توانمندسازی دارد. رهبری اصیل اثر مثبت و معناداری بر آوای سازمانی، توانمندسازی و عدالت سازمانی دارد. عدالت سازمانی اثر مثبت و معناداری بر توانمندسازی دارد. همچنین رهبری اصیل بر توانمندسازی از طریق آوای سازمانی اثر مثبت و معناداری دارد. درنهایت نتایج نشان داد که رهبری اصیل بر توانمندسازی از طریق عدالت سازمانی اثر مثبت و معناداری دارد. می‌توان گفت که رهبری اصیل نقش مهمی در کاهش اقدامات منفی ایفا می‌کند و کارمندان و رهبران را قادر می‌سازد جهت اثربخشی همه‌جانبه و موفقیت سازمان با یکدیگر، همکاری عمیقی داشته باشند.
This study was conducted with the aim of the effect of genuine leadership on employee empowerment through the mediating role of organizational voice and organizational justice. It is worth mentioning that this study was descriptive and correlational studies. The statistical population of the present study was 885 employees of all sports and youth departments in the west of the country. Finally, 370 people were selected as a simple random sample. The research instruments were four questionnaires: Valomba et al. (2000), Spritzer Employee Empowerment (1995), Hams Organizational Voice (2009) and Morman and Nihoff (1993) Organizational Justice. The face and content validity of the research instrument was confirmed by a group of expert professors and its structural validity was confirmed by confirmatory factor analysis based on structural equation modeling. The reliability of the questionnaires was also reported using Cronbach's alpha coefficient. For data analysis from SPSS software, SPSS. Sample Power and Smart PLS was used. The results showed that organizational voice has a positive and significant effect on empowerment. Genuine leadership has a positive and significant effect on organizational voice, empowerment and organizational justice. Organizational justice has a positive and significant effect on empowerment. Genuine leadership also has a positive and significant effect on empowerment through organizational voice. Finally, the results showed that genuine leadership has a positive and significant effect on empowerment through organizational justice.
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