اثر رهبری ستمگرانه بر پنهان سازی دانش سازمانی با نقش میانجی بی‌تفاوتی سازمانی

نوع مقاله : مقاله پژوهشی

نویسندگان

1 گروه علوم تربیتی، دانشکده علوم تربیتی و روان‌شناسی، دانشگاه سیستان و بلوچستان، زاهدان، ایران.

2 گروه علوم تربیتی، دانشکده علوم تربیتی و روانشناسی، دانشگاه سیستان و بلوچستان، زاهدان، ایران

چکیده

مقدمه و هدف: برای پنهان سازی دانش سازمانی علل مختلفی وجود دارد. هدف پژوهش بررسی اثر رهبری ستمگرانه بر پنهان سازی دانش سازمانی با نقش میانجی بی‌تفاوتی سازمانی بود.
روش‌شناسی پژوهش: روش پژوهش توصیفی–همبستگی مبتنی بر مدل معادلات ساختاری بود. جامعه آماری پژوهش اعضای هیئت علمی دانشگاه سیستان و بلوچستان در سال تحصیلی 1402-1401 بودند. به روش نمونه‌گیری تصادفی-طبقه‌ای تعداد 212 عضو هیئت علمی از طریق پرسشنامه‌های رهبری ستمگرانه (لو و همکاران، 2012)، پنهان سازی دانش سازمانی (کانلی و همکاران، 2012)  و بی‌تفاوتی سازمانی (دانایی فرد و همکاران، 1389) مورد مطالعه قرار گرفتند. برای بررسی روایی پرسشنامه‌ها از شاخص‌های تحلیل عاملی تأییدی و روایی واگرایی و برای تعیین پایایی از ضریب آلفای کرونباخ استفاده شد که مقدار آن برای رهبری ستمگرانه 878/0،  پنهان سازی دانش سازمانی  701/0 و بی‌تفاوتی سازمانی 829/0 به دست آمد. برای تجزیه و تحلیل داده‌ها از ضریب همبستگی پیرسون و مدل معادلات ساختاری با کمک نرم‌افزار آماریSPSS21 و اسمارت پی ال اس نسخه 3 استفاده شد.
یافته‌ها: رهبری ستمگرانه بر پنهان سازی دانش سازمانی اثر مثبت و معنادری داشت؛ رهبری ستمگرانه بر بی‌تفاوتی سازمانی اثر مثبت و معنادری داشت؛ بی‌تفاوتی سازمانی بر پنهان سازی دانش سازمانی اثر مثبت و معنادری داشت؛ رهبری ستمگرانه بر پنهان سازی دانش سازمانی با نقش میانجی بی‌تفاوتی سازمانی اثر مثبت و معنادری داشت.
بحث و نتیجه‌گیری: وقتی کارکنان شاهد رفتارهای رهبری ستمگرانه در محیط کار باشند به تدریج نسبت به سازمان، مدیریت، همکاران، زیردستان و ذینفعان سازمان بی‌تفاوت می‌شوند. بدیهی است که بی‌تفاوتی سازمانی هم سبب می‌شود که کارکنان با تعویق انداختن پاسخ‌ها و اطلاعات، ارائه اطلاعات ناقص، وانمود کردن به بی‌اطلاعی از موضوع، ارائه اطلاعات غیردقیق به سمت رفتارهای پنهان سازی دانش حرکت کنند.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

The Effect of Despotic Leadership on the Concealment of Knowledge through Mediation of Organizational Indifference

نویسندگان [English]

  • Khoda Noor Darand Naroie 1
  • Naser Nastiezaie 2
1 Department of education, Faculty of education and psychology, University of Sistan and Baluchestan, Zahedan, Iran.
2 Department of Education, Faculty of Education and Psychology, University of Sistan and Baluchestan, Zahedan, Iran
چکیده [English]

Background and Objective: There are various reasons for concealment of knowledge. The purpose of this study was to investigate the effect of despotic leadership on the concealment of knowledge through mediation of organizational indifference.
Research Methodology: The research method was descriptive-correlation based on the structural equation model. The statistical population of the research was the faculty members of the University of Sistan and Baluchistan in the academic year 2022-2023. Using stratified random sampling, 212 faculty members were studied through questionnaires of despotic leadership (Lu et al., 2012), organizational knowledge concealment (Connelly et al., 2012) and organizational indifference (Danai Fard et al., 2019). To review the validity of the questionnaires, the indicators of confirmatory factor analysis and divergent validity were used, and Cronbach's alpha coefficient was used to determine reliability, and its value was 0.878 for oppressive leadership, 0.701 for hiding organizational knowledge, and 0.829 for organizational indifference. For data analysis, Pearson's correlation coefficient and structural equation model were used with the help of SPSS and Smart PLS 3 software.
Findings: despotic leadership had a positive and meaningful effect on the concealment of organizational knowledge; despotic leadership had a positive and meaningful effect on organizational indifference; Organizational indifference had a positive and meaningful effect on hiding organizational knowledge; despotic leadership had a positive and meaningful effect on the concealment of organizational knowledge with the mediating role of organizational indifference.
Conclusion: Therefore, it can be concluded that when employees witness oppressive leadership behaviors in the workplace, they gradually become indifferent to the organization, management, colleagues, subordinates, and stakeholders of the organization. It is obvious that organizational indifference causes employees to move towards knowledge concealment behaviors by postponing answers and information, providing incomplete information, pretending to be ignorant of the subject, and providing inaccurate information.

کلیدواژه‌ها [English]

  • Despotic Leadership
  • Concealment of Knowledge
  • Organizational Indifference
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