نقش سبک رهبری نظارتی بر سکوت سازمانی با توجه به نقش میانجی بی‌تفاوتی سازمانی (مورد مطالعه: کارکنان دانشگاه تهران)

نوع مقاله : مقاله پژوهشی

نویسندگان

1 دانشجوی کارشناسی ارشد گروه مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران

2 استاد و عضو هیات علمی دانشکده اقتصاد، مدیریت و علوم اداری دانشگاه سمنان

3 استادیار گروه مدیریت بازرگانی، دانشکده اقتصاد و مدیریت، دانشگاه ارومیه، ارومیه، ایران

چکیده

مقدمه و هدف: پژوهش حاضر به بررسی نقش سبک رهبری نظارتی بر سکوت سازمانی با توجه به نقش میانجی بی‌تفاوتی سازمانی در دانشگاه تهران می‌پردازد.
روش‌شناسی پژوهش: این پژوهش از نظر هدف کاربردی و از نظر روش گردآوری داده‌ها توصیفی- همبستگی بود. جامعه آماری شامل کلیه کارکنان دانشگاه تهران به تعداد 565 نفر است که با استفاده از روش کوکران و نمونه‌گیری تصادفی ساده، 229 نفر به عنوان حجم نمونه انتخاب شدند. داده‌ها از طریق پرسشنامه‌های استاندارد جمع‌آوری شدند. برای متغیر سبک نظارتی رهبران از پرسشنامۀ پرادان و همکاران (2020)، سکوت سازمانی دانایی فرد و پناهی (1389) و بی‌تفاوتی سازمانی واکولا و بورادوس (2005) بهره گرفته شد. برای پایایی پرسشنامه از ضریب آلفای کرونباخ استفاده شد. شایان ذکر است که ضریب پایایی متغیر سبک رهبری نظارتی (72/0)، سکوت سازمانی (75/0) و بی­تفاوتی سازمانی (76/0) بدست آمد.
یافته‌ها: نتایج پژوهش حاضر نشان داد که سبک رهبری نظارتی بر سکوت سازمانی و بی‌تفاوتی سازمانی تأثیرگذار است. همچنین، بی‌تفاوتی سازمانی تأثیر معناداری بر سکوت سازمانی دارد. سرانجام، سبک رهبری نظارتی با توجه به نقش میانجی بی‌تفاوتی سازمانی، تأثیر قابل توجهی بر کاهش سکوت سازمانی دارد.
بحث و نتیجه‌گیری: این پژوهش می‌تواند نشان دهد که سبک رهبری نظارتی، که بر کنترل و نظارت بر عملکرد کارکنان تأکید دارد، می‌تواند به سکوت سازمانی منجر شود. نتایج این پژوهش به مدیران سازمان‌های آموزشی کمک می­کند تا با به‌کارگیری سبک‌های رهبری مناسب، زمینه‌های ارتقاء بهره‌وری و کاهش مشکلات سازمانی را فراهم کنند.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

The Effect of Supervisory Leadership Style on Organizational Silence Considering the Mediating Role of Organizational Indifference (Case Study: University of Tehran Employees)

نویسندگان [English]

  • Mahtab Asgharzadeh 1
  • Abbasali Rastgar 2
  • Hooshmand Bagheri Garbollagh 3
1 MSC student, Department of Business Management, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran
2 Professor, Faculty of Economics, Management and Administrative Sciences, semnan university
3 Assistant Professor, Department of Business Management, Faculty of Economics, Management, Urmia University, Urmia, Iran
چکیده [English]

Background and Objective: The present study investigates the impact of supervisory leadership style on organizational silence, considering the mediating role of organizational indifference at the University of Tehran.
research methodology: This study is applied in terms of its objective and descriptive-survey in terms of data collection method. The statistical population consists of all employees at the University of Tehran, totaling 565 individuals. Using Cochran's formula and simple random sampling, a sample of 229 individuals was selected. Data were collected through standard questionnaires. For the style variable, the leaders' supervisory style, the questionnaire of Pradhan et al. (2020), the organizational silence of Danaee Far & Panahi (2010), and the organizational indifference of Vakola, & Bouradas (2005) were used. Cronbach's alpha coefficient was used for the reliability of the questionnaire. It is worth noting that the reliability coefficients of the supervisory leadership style variables were (0.72), organizational silence (0.75), and organizational indifference (0.76).
Findings: The results indicated that supervisory leadership style significantly influences both organizational silence and organizational indifference. Additionally, organizational indifference has a meaningful effect on organizational silence.
Conclusion: This study can show that supervisory leadership style, which emphasizes control and monitoring of employee performance, can lead to organizational silence. The results of this study help managers of educational organizations to provide opportunities to improve productivity and reduce organizational problems by employing appropriate leadership styles.

کلیدواژه‌ها [English]

  • Supervisory Leadership
  • Organizational Silence
  • Organizational Indifference
  • University of Tehran
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