تاثیر رهبری تحول گرا بر تعلق خاطر کاری: نقش میانجی توانمندسازی ساختاری (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
پژوهش حاضر با هدف بررسی تاثیر رهبری تحول گرا بر تعلق خاطر کاری با نقش میانجی توانمندسازی ساختاری صورت گرفته است. این پژوهش از نظر هدف کاربردی و از نظر شیوه گردآوری داده ها پیمایشی از گروه پژوهشهای توصیفی است. جامعه آماری کلیه کارکنان شاغل در معاونت توسعه مدیریت و منابع وزارت امور اقتصادی و دارایی به تعداد 200 نفر است که تعداد نمونه آماری بدست آمده 80 نفر می باشند. ابزار جمع آوری داده ها پرسشنامه رهبری تحول گرا ارائه شده توسط رافرتی و گریفین (2004) و پرسشنامه توانمندسازی ساختاری ارائه شده توسط جایمز رومن و برتونز (2013) و پرسشنامه تعلق خاطر کاری ارائه شده توسط شاوفلی و همکاران (2006) می باشد. تحلیل داده ها با رویکرد مدلسازی معادلات ساختاری با روش حداقل مربعات جزئی از طریق نرم افزار Smart- PLS 3 انجام شده است. یافته های پژوهش نشان داد که مدل پیشنهادی پژوهش، مورد تایید واقع شده و براساس آن؛ رهبری تحول گرا به توانمندسازی ساختاری منجر شده و این امر بر تعلق خاطر کاری تاثیر دارد. همچنین متغیر توانمندسازی ساختاری در رابطه بین رهبری تحول گرا و تعلق خاطر کاری نقش میانجی ایفا می کند.The Effect of Transformational Leadership on Work engagement: The Mediating Role of Structural Empowerment
The present study was conducted to investigate the effect of transformational leadership on work engagement with the mediating role of structural empowerment. The study in terms of purpose is practical and in terms of methods of data collection is survey from group of descriptive researches. The statistical population is staff employed at deputy for management development and resources of Ministry of Economic Affairs and Finance 200 persons, the number of sample is 80 persons. The tool of data collection is questionnaire of transformational leadership provided by Rafferty & Griffin (2004) and questionnaire of structural empowerment provided by Jáimez Román & Bretones (2013) and questionnaire of work engagement provided by Schaufeli et al. (2006). Data analysis was performed with Structural Equation Modeling approach (SEM) with partial least squares method through Smart-PLS3 software. The findings of this study showed that proposed research model is validated and based on it; transformational leadership has led to structural empowerment and this has an impact on work engagement. Also, structural empowerment variable plays an intermediary role in the relationship between transformational leadership and work engagement. Introduction The present study investigated the effect of transformational leadership on work engagement with the mediating role of structural empowerment. Materials and Methods The study, in terms of purpose, is practical, and in terms of data collection methods is a survey from a group of descriptive researchers. The statistical population is staff employed as deputies for management development and resources of the Ministry of Economic Affairs and Finance 200 persons, the number of the sample is 80 persons. The tool of data collection is the questionnaire on transformational leadership provided by Rafferty & Griffin (2004), and questionnaire on structural empowerment provided by Jáimez Román & Bretones (2013), and the questionnaire on work engagement provided by Schaufeli et al. (2006). Data analysis was performed using the Structural Equation Modeling approach (SEM) with the partial least squares method through Smart-PLS3 software. Discussion and Results The findings of this study showed that the proposed research model is validated, and based on it, transformational leadership has led to structural empowerment, which impacts work engagement. Also, the structural empowerment variable is an intermediary in the relationship between transformational leadership and work engagement. Conclusions These findings can help managers use the interaction between these constructs to develop training programs that increase work engagement. On the other hand, the effect of improving transformational leadership abilities among leaders not only increases employee engagement but also increases their performance, which is considered a bonus for the organization.
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