Роль лидерства во взаимосвязи между коллективной организационной эффективностью и коллективной вовлеченностью в работу
Ключевые слова:
коллективная организационная эффективность, коллективная вовлеченность в работу, транзакционное лидерство, зависимые вознаграждения, трансформационное лидерство
Аннотация
Данное исследование анализирует эффект медиации транзакционного и трансформационного лидерства во взаимосвязи между коллективной организационной эффективностью и коллективной вовлеченностью в работу. Данные были собраны среди 86 сотрудников девяти итальянских компаний, работающих в секторе пищевых продуктов и напитков. Опросник включал три шкалы: а) коллективная организационная эффективность (Bohn, 2010); б) коллективная вовлеченность в работу (Schaufeli & Bakker, 2003); в) Многофакторный опросник лидерства (MLQ) (Bass, Avolio, 1995). Результаты обнаружили положительную связь между одним из компонентов транзакционного лидерства – зависимые вознаграждения – и коллективной вовлеченностью в работу. Этот результат подтверждает, что, несмотря на то, что стиль зависимых вознаграждений не характеризуется воодушевлением сотрудников, в некоторых ситуациях он, тем не менее, может усиливать вовлеченность сотрудников в работу. Также положительная связь была найдена между коллективной вовлеченностью в работу и тремя компонентами трансформационного лидерства – интеллектуальное стимулирование, идейное влияние (поведенческое) и идейное влияние (личностное), что согласуется с результатами исследований индивидуальной вовлеченности в работу и лидерства. Результаты подтвердили эффект медиации зависимых вознаграждений и трансформационного лидерства во взаимосвязи между коллективной организационной эффективностью и коллективной вовлеченностью в работу. Этот результат имеет важное практическое применение: менеджеры могут влиять на коллективную вовлеченность в работу посредством развития чувства коллективной организационной эффективности, используя при этом не только трансформационное лидерство, но и стиль зависимых вознаграждений. В статье обсуждаются направления дальнейших исследований.
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Литература
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25. Chun, J., Yammarino, F. J., Dionne, S. D., Sosik, J. J., & Moon, H. (2009). Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis. The Leadership Quarterly, 20, 689-707.
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29. Ghadi, M., Fernando, M., & Caputi, P. (2013). Transformational leadership and work engagement: The mediating effect of meaning in work. Leadership and Organization DevelopmentJournal, 34, 532-550.
30. Gracia, E., Salanova, M., Grau, R., & Cifre, E. (2013). How to enhance service quality through organizational facilitators, collective work engagement, and relational service competence. European Journal of Work and Organizational Psychology, 22, 42-55.
31. Hakanen, J. J., Schaufeli, W. B., & Ahola, K. (2008). The Job Demands-Resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work and Stress, 22, 224-241.
32. Halbesleben, J. R., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work and Stress, 22, 242-256.
33. Hater, J. J., & Bass, B. M. (1988). Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73, 695-702.
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35. Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.
36. Katz-Navon, T. Y., & Erez, M. (2005). When collective-and self-efficacy affect team performance the role of task interdependence. Small Group Research, 36, 437-465.
37. Kim, W., Kolb, J., & Kim, T. (2013). The relationship between work engagement and performance: A review of empirical literature and a proposed research agenda. Human Resource Development Review, 12, 248-276.
38. Kovjanic, S., Schuh, S. C., & Jonas, K. (2013). Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement. Journal of Occupational and Organizational Psychology, 86, 543-555.
39. Kozub, S., & McDonnell, J. (2000). Exploring the relationship between cohesion and collective efficacy in rugby teams. Journal of Sport Behaviour, 23, 120-129.
40. Kravchenko, E., & Zappala, S. (2017). Collective organizational efficacy and collective work engagement in internationalized companies: The moderating role of specific collective organizational efficacy. Psicologia Sociale, 12, 55-74.
41. Little, B. L., & Madigan, R. M. (1997). The relationship between collective efficacy and performance in manufacturing work teams. Small Group Research, 28, 517-534.
42. Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7, 385-425.
43. Martinez-Santos, R., & Ciruelos, O. (2013). Collective efficacy, cohesion and performance in Spanish amateur female basketball. Revista de Psicologia del Deporte, 22, 235-238.
44. Paskevich, D. M., Brawley, L. R., Dorsch, K. D., & Widmeyer, W. N. (1999). Relationship between collective efficacy and team cohesion: Conceptual and measurement issues. Group Dynamics: Theory, Research, and Practice, 3, 210-222.
45. Patiar, A., & Mia, L. (2009). Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia. International Journal of Hospitality Management, 28, 254-262.
46. Petitta, L., & Borgogni, L. (2011). Differential correlates of group and organizational collective efficacy. European Psychologist, 16, 187-197.
47. Preacher, K., & Hayes, A. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, 36, 717-731.
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49. Robertson, I. T., Birch, A. J., & Cooper, C. L. (2012). Job and work attitudes, engagement and employee performance: Where does psychological well-being fit in? Leadership and Organization DevelopmentJournal, 33, 224-232.
50. Ross, J. A., & Gray, P. (2006). School leadership and student achievement: The mediating effects of teacher beliefs. Canadian Journal of Education, 29, 798-822.
51. Rothmann, S., & Storm, K. (2003). Work engagement in the South African Police Service. Paper presented at the 11th European Congress of Work and Organizational Psychology, 14-17 May 2003, Lisbon, Portugal.
52. Salanova, M., Agut, S., & Peiry, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90, 1217-1227.
53. Salanova, M., Llorens, S., Cifre, E., Martinez, I., & Schaufeli, W. (2003). Perceived collective efficacy, subjective well-being and task performance among electronic work groups: An experimental study. Small Group Research, 34, 43-73.
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55. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25, 293-315.
56. Schaufeli, W. B., Bakker, A. B., & van Rhenen, W. (2009). How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior, 30, 893-917.
57. Schaufeli, W., Salanova, M., Gonzalez-Roma, V., & Bakker, A. (2002). The measurement of engagement and burnout: A confirmative analytic approach. Journal of Happiness Studies, 3, 71-92. Spink, K. S. (1990). Group cohesion and collective efficacy of volleyball teams. Journal of Sport and Exercise Psychology, 12, 301-311.
58. Stephanou, G., Gkavras, G., & Doulkeridou, M. (2013). The role of teachers' self- and collective-efficacy beliefs on their job satisfaction and experienced emotions in school. Psychology, 4, 268-278.
59. Tims, M., Bakker, A. B., & Xanthopoulou, D. (2011). Do transformational leaders enhance their followers' daily work engagement? The Leadership Quarterly, 22, 121-131.
60. Walumbwa, F. O., Wu, C. & Orwa, B. (2008). Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. The Leadership Quarterly, 19, 251-265.
61. Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2007). The role of personal resources in the job demands-resources model. International Journal of Stress Management, 14, 121-141.
62. Xanthopoulou, D., Bakker, A. B., Demetrouti, E., & Schaufeli, W. B. (2009a). Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational Behavior, 74, 235-244.
63. Xanthopoulou, D., Bakker, A. B., Demetrouti, E., & Schaufeli, W. B. (2009b). Work engagement and financial returns: A diary study on the role of job and personal resources. Journal of Occupational and Organizational Psychology, 82, 183-200.
2. Arnold, K. A., Turner, N., Barling, J., Kelloway, E. K., & McKee, M. C. (2007). Transformational leadership and psychological well-being: the mediating role of meaningful work. Journal of Occupational Health Psychology, 12, 193-203.
3. Avolio, B. J., Waldman, D. A., & Einstein, W. O. (1988). Transformational leadership in a management game simulation impacting the bottom line. Group and Organization Management, 13, 59-80.
4. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25, 951-968.
5. Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Key questions regarding work engagement. European Journal of Work and Organizational Psychology, 20, 4-28.
6. Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22, 309-328.
7. Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13, 209-223.
8. Bakker, A. B., & Leiter, M. P. (Eds.). (2010). Work engagement: A handbook of essential theory and research. New York: Psychology Press.
9. Bakker, A. B., van Emmerik, I. J. H., & Euwema, M. C. (2006). Crossover of burnout and engagement in work teams. Work and Occupations, 33, 464-489.
10. Bandura, A. (1997). Self-efficacy: The exercise of control. New York: W. H. Freeman and Company.
11. Bandura, A. (2000). Exercise of human agency through collective efficacy. Current Directions in Psychological Science, 9, 75-78.
12. Barbier, M., Hansez, I., Chmiel, N., & Demerouti, E. (2013). Performance expectations, personal resources, and job resources: How do they predict work engagement? European Journal of Work and Organizational Psychology, 22, 750-762.
13. Baron, R., & Kenny, D. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
14. Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
15. Bass, B. M. (1998). Transformational leadership: Industrial, military and educational impact. Mahwah, NJ: Lawrence Erlbaum Associates, Publishers.
16. Bass, B., & Avolio, B. (Eds.). (1995). MLQ: multifactor leadership questionnaire for research: permission set. Palo Alto, CA: Mind Garden.
17. Bohn, J. (2010). Development and exploratory validation of an organizational efficacy scale. Human Resource Development Quarterly, 21, 227-251.
18. Borgogni, L., Dello Russo, S., Petitta, L., & Latham, G. P. (2009). Collective efficacy and organizational commitment in Italian City Hall. European Psychologist, 14, 363-371.
19. Borgogni, L., Petitta L., & Mastrorilli, A. (2010). Correlates of collective efficacy in the Italian Air Force. Applied Psychology: An International Review, 59, 515-537.
20. Borgogni, L., Petitta, L., & Steca, P. (2001). Efficacia personale e collettiva nei contesti organizzativi. In G. V. Caprara (Ed.), La valutazione dell'autoefficacia: Interventi e contesti culturali (pp. 157- 171). Trento: Erickson.
21. Bradford, S. K. (2011). Leadership, collective efficacy and team performance: A new paradigm for the next generation. InternationalJournal of Web-Based Learning and Teaching Technologies, 6, 35-45.
22. Byrne, B. M. (2001). Structural equation modeling: Perspectives on the present and the future. InternationalJournal of Testing, 1, 327-334.
23. Capone, V., & Petrillo, G. (2015). Organizational efficacy, job satisfaction and well-being: The Italian adaptation and validation of Bohn organizational efficacy scale. Journal of Management Development, 34, 374-394.
24. Chen, C., & Kao, R. (2011). A multilevel study on the relationships between work characteristics, selfefficacy, collective efficacy, and organizational citizenship behavior: The case of Taiwanese police duty-executing organizations. Journal of Psychology: Interdisciplinary and Applied, 145, 361-390.
25. Chun, J., Yammarino, F. J., Dionne, S. D., Sosik, J. J., & Moon, H. (2009). Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis. The Leadership Quarterly, 20, 689-707.
26. de Beer, L., Rothmann, S. R., & Pienaar, J. (2012). A confirmatory investigation of a job demandsresources model using a categorical estimator. Psychological Reports, 111, 528-544.
27. Dussault, M., Payette, D., & Leroux, M. (2008). Principals' transformational leadership and teachers' collective efficacy. Psychological Reports, 102, 401-410.
28. Erkutlu, H. (2008). The impact of transformational leadership on organizational and leadership effectiveness: The Turkish case. Journal of Management Development, 27, 708-726.
29. Ghadi, M., Fernando, M., & Caputi, P. (2013). Transformational leadership and work engagement: The mediating effect of meaning in work. Leadership and Organization DevelopmentJournal, 34, 532-550.
30. Gracia, E., Salanova, M., Grau, R., & Cifre, E. (2013). How to enhance service quality through organizational facilitators, collective work engagement, and relational service competence. European Journal of Work and Organizational Psychology, 22, 42-55.
31. Hakanen, J. J., Schaufeli, W. B., & Ahola, K. (2008). The Job Demands-Resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work and Stress, 22, 224-241.
32. Halbesleben, J. R., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work and Stress, 22, 242-256.
33. Hater, J. J., & Bass, B. M. (1988). Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73, 695-702.
34. Heuze, J. P., Raimbault, N., & Fontayne, P. (2006). Relationships between cohesion, collective efficacy and performance in professional basketball teams: An examination of mediating effects. Journal of Sports Sciences, 24, 59-68.
35. Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.
36. Katz-Navon, T. Y., & Erez, M. (2005). When collective-and self-efficacy affect team performance the role of task interdependence. Small Group Research, 36, 437-465.
37. Kim, W., Kolb, J., & Kim, T. (2013). The relationship between work engagement and performance: A review of empirical literature and a proposed research agenda. Human Resource Development Review, 12, 248-276.
38. Kovjanic, S., Schuh, S. C., & Jonas, K. (2013). Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement. Journal of Occupational and Organizational Psychology, 86, 543-555.
39. Kozub, S., & McDonnell, J. (2000). Exploring the relationship between cohesion and collective efficacy in rugby teams. Journal of Sport Behaviour, 23, 120-129.
40. Kravchenko, E., & Zappala, S. (2017). Collective organizational efficacy and collective work engagement in internationalized companies: The moderating role of specific collective organizational efficacy. Psicologia Sociale, 12, 55-74.
41. Little, B. L., & Madigan, R. M. (1997). The relationship between collective efficacy and performance in manufacturing work teams. Small Group Research, 28, 517-534.
42. Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7, 385-425.
43. Martinez-Santos, R., & Ciruelos, O. (2013). Collective efficacy, cohesion and performance in Spanish amateur female basketball. Revista de Psicologia del Deporte, 22, 235-238.
44. Paskevich, D. M., Brawley, L. R., Dorsch, K. D., & Widmeyer, W. N. (1999). Relationship between collective efficacy and team cohesion: Conceptual and measurement issues. Group Dynamics: Theory, Research, and Practice, 3, 210-222.
45. Patiar, A., & Mia, L. (2009). Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia. International Journal of Hospitality Management, 28, 254-262.
46. Petitta, L., & Borgogni, L. (2011). Differential correlates of group and organizational collective efficacy. European Psychologist, 16, 187-197.
47. Preacher, K., & Hayes, A. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, 36, 717-731.
48. Richardson, J., & West, M. A. (2010). Engaged work teams. In S. L. Albrecht (Ed.), Handbook of employee engagement: perspectives, issues, research and practice (pp. 323-340). Cheltenham, UK/Northampton, MA: Edward Elgar.
49. Robertson, I. T., Birch, A. J., & Cooper, C. L. (2012). Job and work attitudes, engagement and employee performance: Where does psychological well-being fit in? Leadership and Organization DevelopmentJournal, 33, 224-232.
50. Ross, J. A., & Gray, P. (2006). School leadership and student achievement: The mediating effects of teacher beliefs. Canadian Journal of Education, 29, 798-822.
51. Rothmann, S., & Storm, K. (2003). Work engagement in the South African Police Service. Paper presented at the 11th European Congress of Work and Organizational Psychology, 14-17 May 2003, Lisbon, Portugal.
52. Salanova, M., Agut, S., & Peiry, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90, 1217-1227.
53. Salanova, M., Llorens, S., Cifre, E., Martinez, I., & Schaufeli, W. (2003). Perceived collective efficacy, subjective well-being and task performance among electronic work groups: An experimental study. Small Group Research, 34, 43-73.
54. Schaufeli, W. B., & Bakker, A. (2003). UWES. Utrecht Work Engagement Scale. Preliminary Manual. Occupational Health Psychology Unit, Utrecht University.
55. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25, 293-315.
56. Schaufeli, W. B., Bakker, A. B., & van Rhenen, W. (2009). How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior, 30, 893-917.
57. Schaufeli, W., Salanova, M., Gonzalez-Roma, V., & Bakker, A. (2002). The measurement of engagement and burnout: A confirmative analytic approach. Journal of Happiness Studies, 3, 71-92. Spink, K. S. (1990). Group cohesion and collective efficacy of volleyball teams. Journal of Sport and Exercise Psychology, 12, 301-311.
58. Stephanou, G., Gkavras, G., & Doulkeridou, M. (2013). The role of teachers' self- and collective-efficacy beliefs on their job satisfaction and experienced emotions in school. Psychology, 4, 268-278.
59. Tims, M., Bakker, A. B., & Xanthopoulou, D. (2011). Do transformational leaders enhance their followers' daily work engagement? The Leadership Quarterly, 22, 121-131.
60. Walumbwa, F. O., Wu, C. & Orwa, B. (2008). Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. The Leadership Quarterly, 19, 251-265.
61. Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2007). The role of personal resources in the job demands-resources model. International Journal of Stress Management, 14, 121-141.
62. Xanthopoulou, D., Bakker, A. B., Demetrouti, E., & Schaufeli, W. B. (2009a). Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational Behavior, 74, 235-244.
63. Xanthopoulou, D., Bakker, A. B., Demetrouti, E., & Schaufeli, W. B. (2009b). Work engagement and financial returns: A diary study on the role of job and personal resources. Journal of Occupational and Organizational Psychology, 82, 183-200.
Опубликован
2018-11-08
Как цитировать
КравченкоЕ. М. (2018). Роль лидерства во взаимосвязи между коллективной организационной эффективностью и коллективной вовлеченностью в работу. Психология. Журнал Высшей школы экономики, 15(3), 590-605. https://doi.org/10.17323/1813-8918-2018-3-590-605
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