اخبار و اعلانات
آمار
| تعداد نشریات | 34 |
| تعداد شماره‌ها | 1,289 |
| تعداد مقالات | 9,294 |
| تعداد مشاهده مقاله | 8,799,706 |
| تعداد دریافت فایل اصل مقاله | 5,339,380 |
طراحی مدل رهبری شورانگیز ویژه شرکت‌های دانش‌بنیان | ||
| پژوهش‌های مدیریت منابع انسانی | ||
| مقاله 3، دوره 15، شماره 2 - شماره پیاپی 52، مرداد 1402، صفحه 87-122 اصل مقاله (1.08 M) | ||
| نوع مقاله: مقاله پژوهشی | ||
| نویسندگان | ||
| زکیه بیکی دمنه1؛ سید محسن علامه* 2؛ اکبر اعتباریان خوراسگانی3؛ سعید شریفی4 | ||
| 1دانشجوی دکتری مدیریت دولتی، دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان)، اصفهان، ایران. | ||
| 2دانشیار، دانشکده حکمرانی، دانشگاه تهران، تهران، ایران. | ||
| 3استاد گروه مدیریت دولتی، دانشکده حکمرانی اسلامی، دانشگاه آزاد اسلامی واحد اصفهان(خوراسگان)، اصفهان، ایران | ||
| 4دانشیار، گروه مدیریت فرهنگی، دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان)، اصفهان ، ایران | ||
| تاریخ دریافت: 23 فروردین 1402، تاریخ بازنگری: 08 مرداد 1402، تاریخ پذیرش: 08 مرداد 1402 | ||
| چکیده | ||
| پژوهش حاضر باهدف طراحی مدل رهبری شورانگیز ویژه شرکت‌های دانش‌بنیان به روش کیفی از نوع نظریه زمینه‌ای انجام گرفت. داده‌های این پژوهش برگرفته از مصاحبه‌های عمیق و نیمه ساختاریافته با 16 نفر از متخصصان موضوعی در حوزه شرکت‌های دانش‌بنیان کشور بود که بر اساس نمونه‌گیری هدفمند وابسته به معیار انتخاب و تا رسیدن به اشباع نظری این فرایند ادامه یافت. اعتبار داده‌های پژوهش از طریق بازگشت به مشارکت‌کنندگان و ممیزیان بیرونی بررسی و تائید شد. تجزیه تحلیل اطلاعات بر اساس مدل اشتراس و کوربین در قالب کدگذاری باز، محوری و گزینشی در نرم‌افزار اطلس تی آی 8، انجام گرفت. نتایج نشان داد مدل رهبری شورانگیز ویژه شرکت‌های دانش‌بنیان شامل عوامل علی (الزامات شرکت‌های دانش‌بنیان، اقتضائات حاکم بر محیط، چالش‌های درون سازمانی)، مداخله‌گر (تنش‌های سازمانی، مهارت‌های رهبری)، بسترها(فضای شبکه‌ای نوآورانه، سطح انگیزه‌های گروهی، محرک‌های فردی) راهبردها (تقویت انسانی، فرهنگ‌سازی، شورانگیزی) و پیامدها (تقویت قوای فردی، توسعه ظرفیت‌های اجتماعی، قابلیت‌های کنش جمعی، توسعه رهبری فعال) است. | ||
| کلیدواژه‌ها | ||
| رهبری؛ شورانگیز؛ شرکت‌های دانش‌بنیان | ||
| عنوان مقاله [English] | ||
| Designing an Engaging leadership Model for Knowledge-Based Companies | ||
| نویسندگان [English] | ||
| Zakiye Beiki Demaneh1؛ Seyyed Mohsen Allameh2؛ akbar etebarian3؛ Saeed SHarifi4 | ||
| 1PhD student in public administration, Isfahan Islamic Azad University (Khorasgan), Isfahan, Iran. | ||
| 2Associate Professor, governance Faculty, University of Tehran, Tehran, Iran. | ||
| 3Professor, Department of Public Administration, Faculty of Islamic Governance, Isfahan Islamic Azad University (Khorasgan), Isfahan, Iran | ||
| 4Associate Professor, Department of Cultural Management, Isfahan Islamic Azad University (Khorasgan), Isfahan, Iran | ||
| چکیده [English] | ||
| The present study was conducted with the aim of designing an engaging leadership model for knowledge-based companies using a qualitative method of the grounded theory method. The data of this research was derived from in-depth and semi-structured interviews with 16 subject matter experts in the field of knowledge-based companies in the country, which was based on purposeful sampling dependent on the selection criteria and continued until reaching theoretical saturation. The validity of the research data was checked and confirmed by returning results to participants and external auditors. Data analysis was done based on the Strauss and Corbin model in the form of open, axial and selective coding in Atlas TI8 software. The results showed that the engaging leadership model for knowledge-based companies includes causal factors (requirements of knowledge-based companies, environmental requirements, intra-organizational challenges), intervenors (organizational tensions, leadership skills), contextual (innovative network space) , the level of group motivations, individual motivations) strategies (human strengthening, culture building, excitement) and consequences (strengthening of individual powers, development of social capacities, collective action capabilities, development of active leadership). | ||
| کلیدواژه‌ها [English] | ||
| Engaging, leadership, Engaging leadership, Knowledge-Based Companies, Grounded Theory Method | ||
| مراجع | ||
|
دهقانی زاده، بابایی زاده. (1401). طراحی مدل شفقت در محیط کار (موردمطالعه: شرکت گاز استان یزد). پژوهش‌های مدیریت منابع انسانی، 237-284.
تقوا، دهقانی، رامین، طباطبائیان، سید‌حبیب‌اله. (1401). شناسایی موانع توسعه مدیران ارشد شرکت‌های دانش‌بنیان در سطح بنگاه و ملی و ارائه راه‌کار برای آن‌ها. پژوهش‌های مدیریت منابع انسانی, 47(14), 123-153
Albrecht, S.L.(2010). Handbook of Employee Engagement. Perspectives, Issues, Research and Practice. Edward Elgar, Cheltenham, UK.
Alimo-Metcalfe, B. Alban-Metcalfe, J. Bradley, M. Mariathasan, J. & Samele, C. (2008). The impact of engaging leadership on performance, attitudes to work and wellbeing at work: A longitudinal study. Journal of Health Organization and Management, 22(6), 586–598.
Amoah, R. F. F. A. (2022). Leadership Styles and Spiritual Traits of Catholic Priests: A Research Exploring the Relationships between Leadership Styles and Spiritual Traits of Catholic Priests. Fulton Books, Inc
Badura, K. L. Galvin, B. M. & Lee, M. Y. (2021). Leadership emergence: An integrative review. Journal of Applied Psychology.
Bakker, A. B. & Bal, P. M. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of Occupational and Organizational Psychology, 83, 189-206.
Breevaart, K. Bakker, A. B. Demerouti, E. & van den Heuvel, M. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology, 30(7), 754–770.
Chan, S. (2021). Burnout, engagement & leadership. Revista da Associação Médica Brasileira, 67, 1217-1220.
Chang, H. T. Hsu, H. M. Liou, J. W. & Tsai, C. T. (2013). Psychological contracts and innovative behavior: A moderated path analysis of work engagement and job resources. Journal of Applied Social Psychology, 43(10), 2120–2135
Chen, S. & Cuervo, J. C. (2022). The influence of transformational leadership on work engagement in the context of learning organization mediated by employees’ motivation. The Learning Organization, (ahead-of-print).
Christian, M. S. Garza, A. S. & Slaughter, J. E. (2011). Work engagement: A quantitiative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89–136...
Duarte, P. J. D. S. (2021). Temas emergentes sobre equipas em trabalho remoto (Doctoral dissertation).
Firouznia, M. Allameh, S. M. & Hosseini, S. H. (2021). Engaging leadership, engaging environment, engaging job, and engagement. International Journal of Process Management and Benchmarking, 11(2), 178-199.
Gillespie, M. A. & Marquet, L. D. (2018). Senior Leaders Are Extreme Cases, Not Special Cases. Industrial and Organizational Psychology, 11(4), 682-685.
Glaser, B. G. & Strauss, A. L. (2017). The discovery of grounded theory: Strategies for qualitative research. Routledge.
Goulding, C. (2002). An exploratory study of age related vicarious nostalgia and aesthetic consumption. ACR North American Advances..
Grint, K. & Jones, O. S. (2022). Leadership: Limits and possibilities. Bloomsbury Publishing.
Gruman, J.A. and Saks, A.M. (2011), “Performance management and employee engagement”, HumanResource Management Review, Vol. 21 No. 2, pp. 123-136.
Harrel, E. Berland, L. Jacobson, J. & Addiss, D. G. (2021). Compassionate leadership: Essential for the future of tropical medicine and global health. The American Journal of Tropical Medicine and Hygiene, 105(6), 1450.
Iqbal, N. Anwar, S. & Haider, N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review, 5(5), 1-6.
Kataria, A. Rastogi, R. and Garg, P. (2013), “Organizational effectiveness as a function of employee engagement”, South Asian Journal of Management, Vol. 20 No. 4, p. 56.
Kontoghiorghes, C. Awbre, S.M. Feurig, P.L. Examining the relationship between learning organization
Kumar, G. Sharma, D. & Ratnesh, K. (2022) Innovative Leadership for Efficient Management Practices. Journal homepage: www. ijrpr. com ISSN, 2582, 7421...
Legood, A. van der Werff, L. Lee, A. & Den Hartog, D. (2021). A meta-analysis of the role of trust in the leadership-performance relationship. European Journal of Work and Organizational Psychology, 30(1), 1-22.
Leiter M. P. & A. B. Bakker (Eds.) (2010). Work engagement: A handbook of essential theory and research (pp. 25-38). New York: Psychology Press.
Mäkinen, J. (2015). Facilitating Engaging Leadership Communication in a Decentralized Organization: Case: Finnish Border Guard.
Markos, S. & Sridevi, S. M. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89–96.
Marques, P. D. S. (2020). Burnout e trauma psicológico em enfermeiros em contexto hospitalar (Doctoral dissertation).
Masvotore, P. & Tsara, L. (2022). Leadership Struggles in the Church: Interfacing and Theologizing the Leadership of Women Clergy in the Methodist Church in Zimbabwe (MCZ). Women and Religion in Zimbabwe: Strides and Struggles, 93. Van Tuin, L. Schaufeli, W. B. & Van Rhenen, W. (2020). The satisfaction and frustration of basic psychological needs in engaging leadership. Journal of leadership studies, 14(2), 6-23..
Mondal, B. & Behera, S. K. (2022). Leadership Challenges of the Institutional Heads of the Secondary Schools in the COVID-19 Pandemic: A Case Study in Bhangore Block, West Bengal. In Handbook of Research on Asian Perspectives of the Educational Impact of COVID-19 (pp. 305-322). IGI Global.
Northouse, P. G. (2021). Leadership: Theory and practice. Sage publications.
O'Brien, M. (2022). The New Leader of Change: How Next Generation Leaders are Transforming Thwmselves, their Businesses and the World with Purpose and Empathy, PCL Publication, Brighton, UK.
Ofei-Dodoo, S. Long, M. C. Bretches, M. Kruse, B. J. Haynes, C. & Bachman, C. (2020). Work engagement, job satisfaction, and turnover intentions among family medicine residency program managers. International journal of medical education, 11, 47.
Pohan, V. G. R. (2022). The effect of engaging leadership on work engagement with affects positive as a mediation variable on syariah bank employees in Medan: Pengaruh, Jurnal Pemikiran dan Penelitian Psikologi, 17(1), 21-28..
Rahmadani, V. G. (2020). Engaging Leadership: Its relationship with follower's work engagement and job outcomes at the individual and team level.
Rahmadani, V. G. & Schaufeli, W. B. (2022). Engaging leadership and work engagement as moderated by “diuwongke”: an Indonesian study. The International Journal of Human Resource Management, 33(7), 1267-1295.
Rahmadani, V. G. & Schaufeli, W. B. (2022). Engaging leadership and work engagement as moderated by “diuwongke”: an Indonesian study. The International Journal of Human Resource Management, 33(7), 1267-1295.
Rahmadani, V. G. & Schaufeli, W. B. (2022). Engaging leadership and work engagement as moderated by “diuwongke”: an Indonesian study. The International Journal of Human Resource Management, 33(7), 1267-1295.
Rahmadani, V. G. Schaufeli, W. B. Ivanova, T. Y. & Osin, E. N. (2019). Basic psychological need satisfaction mediates the relationship between engaging leadership and work engagement: A cross‐national study. Human Resource Development Quarterly, 30(4), 453-471.
Rahmadani،Vivi Gusrini & Schaufeli،Wilmar B.(2020). Engaging leadership and work engagement as moderated by “diuwongke”: an Indonesian stud. The International Journal of Human Resource Management.
Rao, M. S. (2018). Soft Leadership and Engaged Leadership. In Engaged Leadership (pp. 265-278). Springer, Cham.
Rees, C.Alfes, K. and Gatenby,M. (2013), “Employee voice and engagement: connections and consequences”, The International Journal ofHuman Resource Management, Vol. 24 No. 14, pp. 2780-2798.
Rich, B.L. Lepine, J.A. and Crawford, E.R. (2010), “Job engagement: antecedent and effects on job performance”, Academy of Management Journal, Vol. 53 No. 3, pp. 617-635.
Ronksley-Pavia، ichelle and Neumann،Michelle M.(2022) .Exploring Educator Leadership Practices in Gifted Education to Facilitate Online Learning Experiences for (Re)Engaging Gifted Students. Educ. Sci. 12,99.
Rosing, F. Boer, D. & Buengeler, C. (2022). Leader Trait Self-control and Follower Trust in High-Reliability Contexts: The Mediating Role of Met Expectations in Firefighting. Group & Organization Management, 10596011221104295.
Sæther, K. O. W. & Bergman, L. V. (2019). The Effect of Shared Perception of Engaging Leadership on Employee Work Engagement–a Multilevel Framework (Master's thesis, The University of Bergen).
Salanova, M. and Schaufeli, W.B. (2008), “A cross-national study of work engagement as a mediator between job resources and proactive behaviour”, International Journal of Human Resource Management, Vol. 19 No. 1, pp. 116-131.
Salas‐Vallina, A. Alegre, J. & López‐Cabrales, Á. (2021). The challenge of increasing employees' well‐being and performance: How human resource management practices and engaging leadership work together toward reaching this goal. Human Resource Management, 60(3), 333-347.
Schaufeli, W. (2021). Engaging Leadership: How to Promote Work Engagement? Frontiers in psychology, 12.
Schaufeli, W. B. (2015). Engaging leadership in the job demands-resources model. Career Development International.
Schaufeli, W. B. & Salanova, M. (2008). Enhancing work engagement through the management of human resources. In K. Naswall, M. Sverke, & J. Hellgren (Eds.), The individual in the changing working life (pp. 380–404). Cambridge University Press
Schaufeli, W.B. and Bakker, A.B. (2010), “Defining and measuring work engagement: bringing clarity to the concept”, Work engagement: A Handbook of Essential Theory and Research, pp. 10-24.
Schedlitzki, D. & Edwards, G. (2021). Studying leadership: Traditional and critical approaches. Sage.
Schneider, B. Barbera, K. M. & Macey, W. H. (2009). Employee engagement: Tools for analysis, practice, and competitive advantage. Wiley.
Smith, D. Machin, M. A. Schaufeli, W. & Alban-Metcalfe, J. (2017). Self-determined leadership and motivation: relating two European constructs of engaging leadership and six dimensions of employee work motivation Simões, A. P. F. (2019). O stress ocupacional e o burnout no sector do retalho (Doctoral dissertation).
Thanh, N. H. & Quang, N. V. (2022). Transformational, Transactional, Laissez-faire Leadership Styles and Employee Engagement: Evidence From Vietnam’s Public Sector. SAGE Open, 12(2), 21582440221094606.
Ting،Justine Jeanelle،"New Graduate Nurses’ Experiences of Engaging in a Leadership Role in Hospital Settings During the COVID-19 Pandemic" (2021).
Truss, C. Delbridge, R. Alfes, K. Shantz, A. & Soane, E. (Eds). (2013). Employee engagement in theory and practice. London: Routledge.
Tsai, C. J. (2022). Cross-Cultural Leadership Behavior Adjustment and Leader Effectiveness. In Academy of Management Proceedings (Vol. 2022, No. 1, p. 12631). Briarcliff Manor, NY 10510: Academy of Management.
Tuin،ars van. Schaufel،Wilmar B. Broeck،Anja Van den.2021. Engaging leadership: Enhancing work engagement through intrinsic values and need satisfaction. Human Resource Development Quarterly.32:483–505.
van Tuin, L. Schaufeli, W. B. & Van den Broeck, A. (2021). Engaging leadership: Enhancing work engagement through intrinsic values and need satisfaction. Human Resource Development Quarterly, 32(4), 483-505.
Yukl, G. E_ective Leadership behavior: What we know and what questions need more attention. Acad. Manag. Perspect.( 2012), 26, 66–85 | ||
|
آمار تعداد مشاهده مقاله: 544 تعداد دریافت فایل اصل مقاله: 490 |
||