اثر ساختاری رهبری اخلاقی بر رفتار سکوت سازمانی با نقش واسطه‌ای جو سکوت

دوماهنامه علمی - پژوهشی رهیافتی نو در مدیریت آموزشی

مقاله 4، دوره 7، شماره 28، بهمن و اسفند 1395، صفحه 41-58   

نویسندگان

رسول علیجانی^{* 1}؛ سیاوش طالع پسند²

¹دانشجوی دکترای مدیریت آموزشی دانشگاه سمنان، سمنان، ایران

²دانشیار دانشکده روان‌شناسی و علوم تربیتی، دانشگاه سمنان، سمنان، ایران

تاریخ دریافت: 09 شهریور 1393،  تاریخ بازنگری: 21 فروردین 1394،  تاریخ پذیرش: 03 خرداد 1394 

چکیده

    هدف این پژوهش بررسی اثر ساختاری رهبری اخلاقی بر رفتار سکوت کارمندان با نقش واسطه‌ای جو سکوت بود.پژوهش از نوع مطالعات همبستگی است. جامعه آماری تمامی کارمندان ادارات آموزش ‌و پرورش شهر مشهد در سال 93-92 بودند. نمونه‌ای به حجم 171 نفر با روش نمونه‌گیری تصادفی طبقه‌ای انتخاب شد. شرکت‌کنندگان پرسش‌نامه رهبری اخلاقی و سکوت سازمانی را تکمیل کردند. داده‌ها با مدل معادله‌های ساختاری و با نرم‌افزار LISREL تحلیل شدند. یافته‌ها نشان دادند که نیرومندترین نشانگر سازه نهفته رهبری اخلاقی احترام و ساختن جامعه است. افزون بر آن، نیرومندترین نشانگر سازه نهفته جو سکوت سازه نگرش سرپرستان است. در مدل ساختاری تدوین‌شده، یافته‌ها نشان می‌دهند که رهبری اخلاقی بر جو سکوت اثر ساختاری منفی دارد (69/. - = GA). اثر غیرمستقیم رهبری اخلاقی بر رفتار سکوت منفی (171/0-) است. هم‌چنین، جو سکوت سازمان بر رفتار سکوت کارمندان اثر ساختاری مستقیم (25/.= BE) دارد. در نتیجه برای مقابله با رفتار سکوت سازمانی و بهره‌گیری از تجربیات کارکنان باید جو سکوت سازمانی را از میان برداشت. عاملی بسیار مؤثر در این زمینه رهبری اخلاقی است. استفاده از این نوع رهبری با کمرنگ شدن جو سکوت همراه است که در پی آن می‌توان انتظار داشت رفتار سکوت سازمانی کاهش یابد.

کلیدواژه‌ها

رهبری اخلاقی؛ سکوت سازمانی؛ جو سکوت؛ رفتار سکوت

عنوان مقاله [English]

Structural Effect of Ethical Leadership on Organizational Silence Behavior Considering the Mediating Role of Climate Silence

نویسندگان [English]

R Alijani¹؛ S Talepasand²

چکیده [English]

    Organizational Silence is common phenomenon in organizations and it is an available and tangible reality for managers and employees. The Purpose of this paper is studying structural effect of ethical leadership on employee silence behavior with intermediary role of silence climate. The study was correlational. The population of the city of Mashhad education departments of all employees in the 1392-1393 years. The sample size of 200 employees was randomly selected. The participants completed Inventory about ethical leadership and organizational silence. The data were analyzed using structural equation modeling with LISREL software. The results showed that ethical leadership can be defined as indicators of respect, service, justice, honesty and building community operationally. The strongest indication of this structure is ‘respect’ and ‘building community’. Additionally, the invisible structure of silence climate can be defined operationally with Top management attitudes, supervisor’s attitude an opportunity of communications. The supervisor's attitude is the strongest indicator of this structure. The developed structural model of results shows that ethical leadership has negative structural effects (GA=-0/69). Indirect effect of ethical leadership is negative (-0/171). Also organization silence climate has direct structural effect on employees’ silence behavior (BE=0/25). In order to stop the organizational silence behavior and benefit from experiences of employees we should remove the climate of organizational silence. Ethical leadership is a significant factor in this regard. Using this type of leadership associated with removing silent climate in turn can be expected to organizational silence behavior.

کلیدواژه‌ها [English]

Ethical Leadership, Organization Silence, Silence Climate, Silence Behavior

مراجع

- Avatefimonfared, E. Mahdad, A. Mirjafari, S.A. (2012). Relationship between ethical leadership and workplace mental health with organizational trust, Journal of Ethics in Science and Technology, Vol 7, No. 3.

- Azari, Gh.R. (2005). An Introduction to: principles of communications (personal and collective), tehran: Department of Education IRIB.

- Brinsfield, C.T, Edwards, M.E, & Greenberg, J. (2009) Voice and Silence in Organizations: Historical Review and Current Conceptualizations, Emerald Group Publishing Limited; pp.3-33.

- Cakici, A. (2007). “Silence at Organizations: Theoretical Backgrounds of Silence and Its Dynamics”, Journal of Cukurova University Institute of Social Sciences, 16(1):145-162.

- Cinar, O. Karciohlu, F. Aliogullari, Z. D. (2013). The relationship between organizational silence and organizational citizenship behavior: a survey study in the province of Erzurum,Turkey, Procedia - Social and Behavioral Sciences 99, 314 – 321.

- Danaeefard, H. Fani, A.A. & Barati, E. (2011). Explain the role of organizational culture in the in public sector organization Silence. Vision for Public Management Journal, No. 8, pp 82-61.

- Danaeefard, H. Panahi, B. (2010). An analysis of employee’s attitudes in public organizations: explanation of organizational silence climate and silence behavior, Journal of Change Management. Second Year, No. 3.

- Deniz, N. Noyan, A. Ertosun, O. G. (2013). The Relationship between Employee Silence and Organizational Commitment in a Private Healthcare Company, International Strategic Management Conference, Procedia - Social and Behavioral Sciences 99, 691 – 700.

- Detert, J.R., & Burris, E.R. (2007). Leadership Behavior and Employee Voice: Is the Door Really Open? Academy of Management Journal; 50:4, pp.225-241.

- DuBrin, A. (2010). Leadership: Research findings, practice, and skills (6th Ed.). Mason, OH: South-Western/Cengage.

- Eriguç, G. (2012). Human Resources Management in Health Care Institutions and Importance of Medical Personnel. In M. Tatar (Ed.). Health Care Management-1. Eskisehir: Anadolu University Press.

- Glenn Rowe, W. & Laura, G. (2013). Cases in Leadership. The Lvey Casebook series A Sage publications Series. 3rd ed. 489-512.

- Golparvar, M. Padash, F. Atashpour, H. (2010). Strengthen the feeling of energy model, power and creativity of employees through ethical leadership, Iran Occupational Health Journal Volume 7, Number 3, Fall.

- Gul, H. & Ozcan, N. (2011). “The Relationshpis Between Mobbing and Mobbing and Organizational Silence:An Empirical Study in the Special Provincial Administration of Karaman”, Kahramanmaras Sutcu Imam University Faculty of Economics and Administrative Sciences Journal, 1(2):107-134.

- Hoogh, A.H.B. Hartog, D.N. (2008). Ethical and Despotic Leadership, Relations with Leader’s Social Responsibility, Top Management Team Effectiveness and Subordinates’ Optimism: A Multi-Method Study, The Leadership Quarterly; 19, pp.297-311.

- Kalshoven, K. Den, H. Deanne, N., Annebel, H. B. & de Hoogh, E. (2013). (leadership and followers’ helping and initiative: The role of demonstrated responsibility and job autonomy, European Journal of Work and Organizational Psychology, Vol. 22, No. 2, 165–181, http://dx.doi.org/10.1080/1359432X.2011.640773.

- Mohammadi, M., Trkzadh, J., Nekoomnd, S. & Feredooni, F. (2013). Examined the relationship between ethical leadership style and adaptability according to the proportion of individual and organizational values as a mediator, studies of organizational behavior, the first year, No. 4.

- Mueller, R. O. (2011). Basic principle of structural equation modeling an introduction to LISREL and EQS. Translation: talepasand, Siavash.

- Murrison, E. W. & Milliken, F. J. (2000). Organizational Silence:A Barrier to Change and Development in a Pluralistic World”,Academy of Management Review,Vol.25.No.4.

- Nasr Esfahani, A., & Aqababapvr, T. (2014). examined the relationship between organizational identity and organizational silence: the study staff Isfahan University of Applied Sociology, Vol. 24, No. row (52), (4).

- Northouse, P. G. (2013). Leadership: Theory and practice (6th Ed.). Thousand Oaks, CA: Sage.

- Rowold, J. (2008). “Relationships among Transformational, Transactional, and Moral-Based Leadership: Results from Two Empirical Studies,” Kravis Leadership Institute, Leadership Review, Vol. 8, winter, pp.4-17.

- Salehnia, M. (2012). The effect of ethical leadership on ethical climate of the organization. Ethical Issues in Science and Technology, Vol VII, Number 2, Summer.

- Taskıran, E. (2011). Interaction between Leadership and Organizational Silence, Istanbul: Beta Press.

- Tulubas T., & Celep, C. (2012). Effect of perceived procedural justice on faculty members’ silence:the mediating role of trust in supervisor. Procedia - Social and Behavioral Sciences 47 1221 – 1231.

- Vakola, M. & Bouradas, D. (2005). “Antecedents and Consequences of Organizational Silence: An Empirical Investigation”, Employee Relations, 27(5):441-458.

- Yalcin, B. & Baykal, U. (2013). “The Subjects of and Reasons for Nurses’ Remaining Silent in Private Hospitals and Relative Factors”, Journal of Education and Research in Nursing, 9(2):42-50.

- Yukl, G. (2012). Leadership in organizations (8th Ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.

- Zehir, C. Erdogan, E. (2011). The Association between Organizational Silence and Ethical Leadership through Employee Performance, International Strategic Management Conference, Procedia Social and Behavioral Sciences 24, 1389–1404.