تأثیر رهبری فروتنانه بر رفتارهای غیراخلاقی مصلحتی در سازمان به واسطه دلسوزی در کار

نوع مقاله : پژوهشی

نویسندگان

1 دانشیار، دانشگاه لرستان، خرم‌آباد، ایران

2 دانشجوی دکتری، دانشگاه لرستان، خرم‌آباد، ایران

چکیده

پژوهش حاضر با هدف بررسی تأثیر رهبری فروتنانه بر رفتارهای غیراخلاقی مصلحتی در سازمان به واسطه دلسوزی در کار انجام شده است. پژوهش حاضر از لحاظ هدف، کاربردی و از نظر جمع‌آوری داده‌­ها از نوع تحقیقات توصیفی (غیرآزمایشی) و از شاخه مطالعات میدانی به شمار می‌آید و از حیث ارتباط بین متغیرهای پژوهش از نوع علّی است. روش انجام پژوهش بصورت پیمایشی بوده که مهمترین مزایای آن قابلیت تعمیم نتایج است. جامعه آماری تحقیق را کارکنان اداره کل ورزش و جوانان استان لرستان تشکیل داد که تعداد آنها 160 نفر بوده که با استفاده از جدول مورگان حجم نمونه 113 نفر برآورد شد که به صورت تصادفی طبقه‌ای انتخاب شده‌­اند. ابزار گردآوری داده‌­ها پرسشنامه استاندارد ژو و همکاران (2019) می­باشد. برای سنجش روایی از روش اعتبار محتوا و برای آزمون پایایی پرسشنامه از شیوه آلفای کرونباخ استفاده شده است؛ بدین صورت که قبل از توزیع گسترده پرسشنامه در جامعه مورد بررسی، 25 پرسشنامه به صورت پیش‌آزمون توزیع و آلفای کرونباخ متغیرها اندازه­گیری شد. براساس نتایج مقدار آلفای کرونباخ برای سه متغیر رهبری مبتنی بر فروتنی، دلسوزی در کار و رفتار غیراخلاقی مصلحتی به ترتیب برابر با 712/0، 803/0 و 762/0 بوده که مقادیری بیش از 7/0 هستند. تجزیه و تحلیل داده‌­ها با استفاده از آزمون مدل معادلات ساختاری و از طریق نرم­افزار AMOS انجام گرفت. رهبری مبتنی بر فروتنی بر رفتارهای غیراخلاقی مصلحتی و دلسوزی در کار تأثیر مثبت و معناداری دارد. نتایج حاکی از تأیید تأثیر متغیر دلسوزی در کار بر رفتارهای غیراخلاقی مصلحتی بود. در نهایت نقش میانجی جزئی دلسوزی در کار در تأثیر رهبری مبتنی بر فروتنی بر رفتارهای غیراخلاقی مصلحتی در سازمان مورد تأیید قرار گرفت. رهبران باید در کنار گذشت و دلسوزی، نظارت مناسبی را بر رفتارهای درون سازمان داشته باشند و برنامه­‌های آموزشی و جلسات مربیگری را فراهم آورند تا توانایی و مهارت مدیریت را در کارکنان تقویت نموده به طوری که بتوانند رفتارهای غیراخلاقی (چه مصلحتی و چه غیرمصلحتی) را در سازمان شناسایی و کنترل نمایند.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

The effect of humble leadership on expedient immoral behaviors in the organization with role of compassion at work

نویسندگان [English]

  • Mohammad Hakkak 1
  • Hossein Azimi 2
1 Associate Professor, Lorestan University, Khorramabad, Iran
2 PhD Student, Lorestan University, Khorramabad, Iran
چکیده [English]

   Introduction: The aim of this study was to investigate the effect of humble leadership on expedient immoral behaviors in the organization due to compassion at work.
   Methodology: The present study is applied in terms of purpose and descriptive (non-experimental) research in terms of data collection and is a branch of field studies and is causal in terms of the relationship between research variables. The research method is survey, the most important advantages of which are the ability to generalize the results. The statistical population of the study consisted of the staff of the General Department of Sports and Youth of Lorestan Province, whose number was 160 people. Using Morgan table, the sample size was estimated to be 113 people who were randomly selected. The data collection tool is the standard questionnaire of Zhou et al. (2019). The content validity method was used to assess the validity and the Cronbach's alpha method was used to test the reliability of the questionnaire; Thus, before the widespread distribution of the questionnaire in the study population, 25 questionnaires were measured as a pre-test of distribution and Cronbach's alpha of the variables. According to the results, Cronbach's alpha for the three variables of leadership based on humility, compassion at work and immoral expedient behavior were equal to 0.712, 0.803 and 0.762, respectively, which are values ​​greater than 0.7. Data analysis was performed using structural equation modeling test and AMOS software.
   Results and Discussion: Humility-based leadership has a positive and significant effect on expedient and compassionate immoral behaviors at work. The results confirmed the effect of compassion at work on expedient immoral behaviors. Finally, the role of partial mediator of compassion in work in the impact of humble leadership on expedient immoral behaviors in the organization was confirmed.
   Conclusion: Leaders should, in addition to forgiveness and compassion, have proper oversight of behaviors within the organization and provide training programs and coaching sessions to strengthen the ability and skill of management in employees so that they can engage in unethical behaviors (what Identify and control expedient or non-expedient) in the organization.

کلیدواژه‌ها [English]

  • Compassion at work
  • Expedient immoral behaviors
  • Humble leadership
  1. Ahmadie, A., & Iman, M. (2017). Surveying The Relationship Between Work Ethics And Employee’s Productivity, Kuwait Chapter of Arabian Journal of Business and Management Review, 6(7), 23-27. [in Persian]
  2. Azadehjo, N., Nasrabadi, T., & Nasrollah, S. (2017). The relationship between fatigue due to compassion and moral sensitivity in intensive care unit nurses, Journal of Iranian Heart Nurses Scientific Association, 6(4), 50 – 59. [in Persian]
  3. Bandura, A. (1977). Social Foundations of Thought & Action. Prentic-Hall, Englewood Cliffs.
  4. Belausteguigoitia Rius, I., & De Clercq, D. (2018). Knowledge sharing and unethical pro-organizational behavior in a Mexican organization: moderating effects of dispositional resistance to change and perceived organizational politics. Management Research: The Journal of the Iberoamerican Academy of Management, 16(3), 248-269.
  5. Bjørkelo, B., Thorsen, C., D’Cruz, P., & Mikkelsen, E. G. (2018). Whistleblowing and Bullying at Work: The Role of Leaders. Handbooks of workplace bullying, emotional abuse and harassment: Special.
  6. Brown, S.L., Brown, R.M., & Penner, L.A. (2011). Moving Beyond Self-Interest: Perspectives from Evolutionary Biology, Neuroscience, and the Social Sciences. New York: Oxford Univ. Press
  7. Chen, G., Sharma, P.N., Edinger, S.K., Shapiro, D.L., & and Farh, J.L. (2011). Motivating and demotivating forces in teams: cross-level influences of empowering leadership and relationship conflict, Journal of Applied Psychology, 96(3), 541-557.
  8. Chen, Y., Liu, B., Zhang, L., & Qian, S. (2018). Can leader “humility” spark employee “proactivity”? The mediating role of psychological empowerment. Leadership & Organization Development Journal, 39(1): 326-338. DOI:  1108/LODJ-10-2017-0307.
  9. Dutton, J. E., Workman, K. M., & Hardin, A. E. (2014). Compassion at work, Annual Review of Organizational Psychology and Organizational Behavior, 1, 277–304.
  10. Frost, P. J., Dutton, J. E., Maitlis, S., Lilius, J. M., Kanov, J. M., & Worline, M. C. (2006). Seeing organizations differently: Three lenses on compassion. The Sage handbook of organization studies, 2, 843-866.
  11. Gigol, T. (2020). Influence of authentic leadership on unethical pro-organizational behavior: the intermediate role of work engagement. Sustainability, 12(3), 1182.
  12. Graham, K. A., Ziegert, J. C., & Capitano, J. (2015). The effect of leadership style, framing, and promotion regulatory focus on unethical pro-organizational behavior. Journal of business ethics, 126(3), 423-436.
  13. Grant, A.M., & Dutton J.E., & Rosso, B.D. (2008). Giving commitment: employee support programs and the prosaically sense making process. Manag. J. 51(5), 898–918.
  14. Guo, L., Zhao, H., Cheng, K., & Luo, J. (2020). The relationship between abusive supervision and unethical pro-organizational behavior: linear or curvilinear?. Leadership & Organization Development Journal, Vol.41, No.3: 369-381, DOI: 1108/LODJ-05-2019-0214.
  15. Hakak, M., Shariatnejad, A., & Saedi, A. (2016). Analyzing the effect of transformational leadership on innovative behavior and entrepreneurial development in order to create sustainable organizational competencies, Human Resources Studies, 6(19), 121-146. [in Persian]
  16. Hu, Y., Wu, X., Zong, Z., Xiao, Y., Maguire, P., Qu, F., ... & Wang, D. (2018). Authentic leadership and proactive behavior: the role of psychological capital and compassion at work. Frontiers in psychology, 9, Article 2470, https://doi.org/10.3389/fpsyg.2018.02470
  17. Huizinga, R. B. (2016). An understanding of humility-based leadership impacting organizational climate. Emerging Leadership Journeys, 9(1), 34-44.
  18. Kanov, J. M., Maitlis, S., Worline, M. C., Dutton, J. E., Frost, P. J., & Lilius, J. M. (2004). Compassion in organizational life. American Behavioral Scientist, 47(6), 808-827.
  19. Kong, D. T. (2016). The pathway to unethical pro-organizational behavior: Organizational identification as a joint function of work passion and trait mindfulness. Personality and Individual Differences, 93, 86-91.
  20. Lilius, J. M., Worline, M. C., Dutton, J. E., Kanov, J. M., & Maitlis, S. (2011). Understanding compassion capability. Human relations, 64(7), 873-899.
  21. Liu, X. L., Lu, J. G., Zhang, H., & Cai, Y. (2021). Helping the organization but hurting yourself: How employees’ unethical pro-organizational behavior predicts work-to-life conflict. Organizational Behavior and Human Decision Processes, 167, 88-100.
  22. Mohammadian, B., Zarei Matin, H., Babashahi, J., & Yazadani, H.R. (2017). Explaining the process of forming a modest leadership in business with a meta-integrated approach, Transformation Management Research Journal, (18) 9, 46-24, [in Persian]
  23. Moon, T. W., Hur, W. M., Ko, S. H., Kim, J. W., & Yoon, S. W. (2014). Bridging corporate social responsibility and compassion at work: Relations to organizational justice and affective organizational commitment. Career Development International, 19(1), 49-72.
  24. Newman, W.L. (2016), Social research methods: qualitative and quantitative approach, translated by Abolhassan Faghihi and Asal Aghaz, Tehran: Termeh Publications, Volume One. [in Persian]
  25. Nussbaum M. (1996). Compassion: the basic social emotion. Philos. Policy, 13, 27–58.
  26. Oran, F. Ç., & Ünsar, A. S. (2020). The effects of leadership styles on organizational trust and disclosure of unethical Behaviors (Whistleblowing): A Practical Research. In New Approaches to CSR, Sustainability and Accountability, Volume I (pp. 103-137). Springer, Singapore.
  27. Owens, B.P., & Hekman, D.R. (2012). Modeling how to grow: an inductive examination of humble leader behaviors, contingencies, and outcomes, Academy of Management Journal, 55(4), 787-818.
  28. Schuh, S. C., Cai, Y., Kaluza, A. J., Steffens, N. K., David, E. M., & Haslam, S. A. (2021). Do leaders condone unethical pro‐organizational employee behaviors? The complex interplay between leader organizational identification and moral disengagement. Human Resource Management, WILEY: 969-989, DOI: 10.1002/hrm.22060.
  29. Seyed Qureshi, M., & Emadi, A. (2019). Analysis of the role of "compassion" guiding ethics in persuading the audience, Journal of Ethics, (5) 2, 122-106, [in Persian]
  30. Slyke, J. A. V. (2022). Altruistic Concern for the Other and the Development of the Virtue of Humility: In Relational Anthropology for Contemporary Economics. Springer, Cham. 133-152.
  31. Tian, Q., & Peterson, D. K. (2016). The effects of ethical pressure and power distance orientation on unethical pro‐organizational behavior: the case of earnings management. Business Ethics: A European Review, 25(2), 159-171.
  32. Tsui A. (2013). On compassion in scholarship: Why should we care? Manag. Rev. In press. doi: 10.5465/amr.2013.0016
  33. Umphress, E. E., Bingham, J. B., & Mitchell, M. S. (2010). Unethical behavior in the name of the company: the moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. Journal of applied psychology, 95(4), 769.
  34. Wang, X., Liu, Z., Wen, X., & Xiao, Q. (2022). An implicit leadership theory lens on leader humility and employee outcomes: Examining individual and organizational contingencies. Tourism Management, 89, 104448.‏
  35. Wang, Y., & Li, H. (2019). Moral leadership and unethical pro-organizational behavior: a moderated mediation model. Frontiers in Psychology, 10.
  36. Wells, J. E., & Peachey, J. W. (2011). Turnover Intentions: Do Leadership Behaviours and Satisfaction with the Leader Matter? Team Performance Management: An International Journal, 17, 23-40. https://doi.org/10.1108/13527591111114693
  37. Zhang, Y., He, B., & Sun, X. (2018). The contagion of unethical pro-organizational behavior: from leaders to followers. Frontiers in psychology, 9, 1102.
  38. Zhu, Y., Zhang, S., & Shen, Y. (2019). Humble leadership and employee resilience: exploring the mediating mechanism of work-related promotion focus and perceived insider identity. Frontiers in Psychology, 10, 673.
  39. Zoghbi-Manrique-de-Lara, P., & Guerra-Baez, R. (2016). Exploring the influence of ethical climate on employee compassion in the hospitality industry. Journal of Business Ethics, 133(3), 605-617.
  40. Zoghbi-Manrique-de-Lara, P., & Viera-Armas, M. (2019). Does ethical leadership motivate followers to participate in delivering compassion?. Journal of Business Ethics, 154(1), 195-21