بررسی تاثیر رهبری همنوا بر عملکرد سازمانی از طریق نقش توانمندسازی تیمی در بین مدیران و کارکنان دانشگاه پیام نور

محورهای موضوعی : آموزش و پرورش

بهاره عزیزی نژاد ¹

1 - استادیار، گروه علوم تربیتی گرایش مدیریت آموزشی، دانشگاه پیام نور جمهوری اسلامی ایران

تاریخ دریافت : 1394/08/08 تاریخ پذیرش : 1397/12/15 تاریخ انتشار : 1397/12/01

کلید واژه: عملکرد سازمانی, رهبری همنوا, توانمند سازی تیمی,

چکیده مقاله :

بکارگیری شیوه مناسب رهبری از عوامل تاثیر گذار در دستیابی به عملکرد سازمانی برتر است که این امر در عصر رقابتی کنونی بیش از پیش نیازمند توجه است. در این راستا تحقیق حاضر با هدف کلی بررسی تاثیر رهبری همنوا بر عملکرد سازمانی از طریق نقش میانجی توانمندسازی تیمی انجام شده است. روش تحقیق توصیفی ـ همبستگی است. جامعه آماری، شامل مدیران و کارکنان دانشگاه پیام نور ارومیه است که از بین آنها حجم نمونه آماری با استفاده از فرمول برآورد نمونه و به روش نمونه گیری تصادفی طبقه ای 210 نفر انتخاب شد. ابزار مورد استفاده شامل پرسشنامه رهبری هنوا، توانمند سازی تیمی و عملکرد سازمانی است که روایی و پایایی آنها در حد مطلوب برآورد شد. پایایی ابزارها با استفاده از آلفای کرونباخ به ترتیب، 91/0 برای رهبری همنوا ، 87/0 برای توانمندسازی تیمی، 82/0 برای عملکرد سازمانی حاصل شد. تجزیه و تحلیل داده ها با استفاده از روش مدل سازی معادلات ساختاری و به کمک نرم افزار لیزرل در قالب مدل ساختاری با حضور متغیر توانمندسازی تیمی ترسیم شد و برازش آن با شاخص های برازش بررسی شد. اهم نتایج نشان می دهد که توانمندسازی تیمی تاثیر رهبری همنوا را بر عملکرد سازمانی میانجی گری می کند در پایان پیشنهادات کاربردی در راستای نتایج حاصل شده ارائه گردیده است.

چکیده انگلیسی:

In the present competitive era, usage of appropriate leadership style is one of the factors that lead to achieve better organizational performance. The main goal of research is study of the effect of resonant leadership on organizational performance by the mediating role of team empowerment. The research method is descriptive - correlation survey. Statistical populations include managers and employees of Urmia Payame Noor University that sample size has estimated 210 individuals by using the stratified random sampling. Tools include 3 questionnaires such as resonant leadership, team empowerment, and organizational performance that their reliability and validities are appropriate. Reliabilities of tools were estimated at sequence 0.91, 0.87 and 0.82.
Data analysis is done by using structural equation modeling software LISREL with structural model by mediating of team empowerment. The fitness indices of fit were examined. The main results show that the team empowerment mediates relationship between resonant leadership and organizational performance. Finally the practical suggestions have been proposed in line of results.

منابع و مأخذ:

 

•    Afkhami Rohani, H., Rahman Sarsht, H. & Koushazadeh, S. A. (2012). The effect of leadership is consistent with organizational commitment through the role of trust and knowledge sharing. Research on Transformation Management, Vol 4, No, 7, pp 109-91. (in Persian).


•    Bass B. M. (1995). Predicting unit performance by assessing transformation and transactional leadership. Journal of Applied Psychology, Vol 88, No, 2,  pp 207-218.


•    Bandura, A. (2000). Exercise of human agency through collective-efficacy. Current Directions in Psychological Science , Vol 9, No, 3, pp 75–78.


•    Boyatzis, R., & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion. Boston, MA: Harvard Business School Press.


•    Boyatzis, R.E. (2008). Competencies in the21st century. The Journal of Management Development, Vol 27, No, 1, pp 5.


•     Cummings,  G.G. (2004). Investing relational energy: The hallmark of resonant leadership. Canadian Journal of Nursing Leadership, Vol 17, No, 4, pp 76-87.


• Clark, B. R. (1998). Creating entrepreneurial universities: Organizational path ways of transformation. Issues in higher education: International Association of Universities, Paris.


•   Cho, J., Laschinger, H.K.S., & Wong, C. (2006). Workplace empowerment, work engagement and organizational commitment of new graduate nurses. Nursing Leadership, Vol 19, No, 3, pp 43-60.


•   Einarsen, S., Raknes, B.I., & Matthiesen, S.B. (1994). Bullying and harassment at work and their relationships to work environment quality: An exploratory study. European Work and Organizational Psychologist, Vol 4, No, 4, pp 381-401.


•    Fattahian, S.; Hoveyda, R.; Siadat, S. A. & Talebi, H. (2014). Relationship between Empowerments and Knowledge Management Processes with University Performance (Case Study: Selected State Universities of Isfahan Province). Quarterly Journal of New Approach in Educational Administration, Vol 5, No, 4, pp 1-18.(in Perrsian).


•    Goleman, D., Boyatzis, R., & McKee, A. (2002). The new leaders: Transforming the art of leadership into the science of results. London, England: Little, Brown.


•    Greco, P., Laschinger, H.K.S., & Wong, C. (2006). Leader empowering behaviors, staff work empowerment and work engagement/burnout. Nursing Leadership, Vol 19, No, 4, pp 41-56.


•    Hoegl, M. (2005). Smaller teams -better teamwork: How to keep project teams small. Business Horizons, Vol 48, pp 209-214.


•    Hagdost, A. A. (2010). The proposed model for educational ranking of medical universities of Iran (Rad Project). Center for Medical Education Research and Development. Tehran: Ministry of Health and Medical Education. . (in Persian).


•    Heidari, M., Ghorbani Dolatabadi, M. & Mohammad Janni, S. (2017). Investigating the relationship between positive leadership strategies, job engagement and social welfare in Islamic Azad Universities of Fars Province. Quarterly Journal of New Approach in Educational Administration, Vol 8, No, 4, pp 62-44.(in Persian).


•    Izadi, S. & Mohseni, A. (2015). Investigating the ways of empowerment of staff of Mazandaran education departments and presenting a suitable model, New research journal of research in teaching management, Vol, 6, No, 3, pp 42-23. (in Persian).


•    Jing, F.F., & Avery, G.C. (2008). Missing links in understanding the relationship between leadership and organizational performance. International Business & Economics Research Journal, Vol 7, No, 1, pp 67-78.


•   Kaplan, R. S., & Norton, D. (1997). Translating strategy into action: The balanced scorecard. Boston, MA: HBS Press.


•    Leyman, H. (1996). The content and development of mobbing at work. European Journal of Work and Organizational Psychology, Vol 5, No, 2, pp 165-184.


•    Lent, R. W., Schmidt, J., & Schmidt, L. (2006). Collective beliefs in student work teams: Relation to self- cohesion, and performance. Journal of Vocational Behavior , Vol 68, pp 73–84.


•    Leiter, M.P., Laschinger, H.K.S., Day, A., & Gilin Oore, D. (2011). The impact of civility interventions on employee social behavior, distress, and attitudes. Journal of Applied Psycho logy, Vol 96, No, 6, pp 1258-1274.


•    Laschinger, H.K.S., Leiter, M., Day, A., & Gilin, D. (2009). Workplace empowerment, incivility, and burnout: Impact on staff nurse recruitment and retention outcomes. Journal of Nursing Management, Vol 17, pp 302-311.


•    Laschinger, H.K.S., Purdy, N., & Almost, J. )2007). The impact of leader-member exchange quality, empowerment, and core self-evaluation on nurse manager’s job satisfaction. Journal of Nursing Administration, Vol 37, No, 5, pp 221-229.


•    Laschinger, Heather K. Spence, Cummings, G. Greta, Wong, A. Carol & Grau, L. Ashley(2014). Resonant Leadership and Workplace Empowerment: The value of positive organizational cultures in reducing workplace incivility. Nursing Economics, Vol 32, No, 1, pp 5-16.


•    Lucas, V., Laschinger, H.K.S., & Wong, C.A. (2008). The impact of emotional intelligent leadership on staff nurse empowerment: The moderating effect of span of control. Journal of Nursing Management, Vol 16, No, 8, pp 964-973.


•   McKee, A., Boyatzis, R.E. & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, and sustain your effectiveness. Boston, MA: Harvard Business School Press.


•    McKee, A., & Massimilian, D. (2006). Resonant leadership: a new kind of leadership for the digital age. Journal of Business Strategy,Vol 27, No, 5,pp 45-49. doi: 10.1108/02756660610692707.


•    Mischel, L. J., & Northcraft, G. B. (1997). The role of efficacy beliefs in group and teams effectiveness. Greenwich, CT: JAI Press.


•    Ozaralli, N. (2003). Effects of transformational leadership on empowerment and team effectiveness. Leadership and Organization Development , Vol 24, No, 6, pp 335-344.


•   Smith, L.M, Andrusyszyn, M.A., & Laschinger, H.K.S. (2010). Effects of workplace incivility and empowerment on newly-graduated nurses’ organizational commitment. Journal of Nursing Management, Vol 18,  pp 1004-1015.


•   Senjegi, M. I., Farahi Bazanjani, B. & Zohourian nadali, I. (2011). The Impact of Team Empowerment on the Relationship between Transformational Leadership and Organizational Performance. Improvement Management Magazine, Vol 5, No, 2, pp 137-124.(in Persian)..


•    Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday.


•   Werakoon, T. S. (1996). Organizational performance-a stakeholder. International Research Conference on quality.


•    Yukl, G.(2008).How leaders influence organizational effectiveness. The Leadership Quarterly ,Vol 19, pp 708–722.


•    Zapf, D., Knorz, C., & Kull, M. (1996). On the relationship between mobbing factors, and job content, social work environment, and health outcomes. European Journal of Work and Organizational Psychology, Vol 5, No, 2, pp 215-237.