كليدواژه :
سبك رهبري تحولي , سبك رهبري خدمتگزار , فراموشي سازماني , كارآفريني سازماني , دانشگاه
چكيده فارسي :
هدف از پژوهش حاضر بررسي رابطه سبك هاي رهبري تحولي و خدمت گذار با كارآفريني سازماني با نقش ميانجي گري فراموشي سازماني مي باشد. جامعه پژوهش شامل كليه مديران و كاركنان دانشگاه شيراز بود كه با استفاده از جدول مورگان و از طريق روش نمونه گيري تصادفي طبقه اي نسبتي،288 نفر به عنوان نمونه انتخاب شدند. ابزار پژوهش شامل چهار پرسشنامه؛ سبك رهبري تحول آفرين، سبك رهبري خدمتگذار، پرسشنامه فراموشي سازماني و پرسشنامه كارآفريني سازماني بود كه پس از محاسبه روايي وپايايي اين ابزار، بين نمونه كاركنان و مديران توزيع و جمع آوري گرديد. نتايج پژوهش نشان داد كه: بين سبك رهبري تحولي و سبك رهبري خدمتگذار مديران، فراموشي سازماني و كارآفريني سازماني كاركنان رابطه معنادار وجود دارد. تحليل مسير براي تعيين سهم ميانجيگري فراموشي سازماني نشان داد كه فراموشي سازماني نقش ميانجيگري براي سبك رهبري تحولي ايفا نمي كند، اما ميانجيگري مكمل بين سبك رهبري خدمتگذار و كارآفريني سازماني كاركنان مي باشد. شاخص هاي كلي برازش نيز نشان دهنده تناسب مدل اجرا شده داشت. به طور كلي مي توان گفت سبك رهبري تحولي و خدمتگذار مديران دانشگاه شيراز، پيش بيني كننده مثبت و معنادار كارآفريني سازماني كاركنان دانشگاه، سبك رهبري تحولي مديران دانشگاه شيراز، پيش بيني كننده مثبت و غيرمعنادار و سبك رهبري خدمتگذار مديران دانشگاه، پيش بيني كننده مثبت و معنادار فراموشي سازماني كاركنان دانشگاه بوده و همچنين سبك رهبري خدمتگذار هم به طور مستقيم و هم با ميانجيگري فراموشي سازماني به طور غير مستقيم پيش بيني كننده كارآفريني سازماني كاركنان است.
چكيده لاتين :
Leadership style is one of the requirements of an entrepreneur organization which provides the way for creative and entrepreneurial people. To forget bitter experiences while learning from them for not making past mistakes is necessary to move in the direction of organizational entrepreneurship. In other words, the organization should consciously forget in order to facilitate the emergence of new knowledge and experiences. This deliberate forgetfulness requires a precise and effective leadership style in order for the organization to be innovative and entrepreneur.
THEORETICAL FRAMEWORK
Reviewing the literature reached little empirical evidence regarding the relationship between leadership styles and organizational forgetting and entrepreneurship. In fact, previous research has investigated paired relationships between variables, but unlike the current research, not simultaneously investigated the three mentioned variables. Therefore, we primarily seek to find a leadership style that is consistent with organizational entrepreneurship. Then, we are to investigate the relationship between leadership styles and organizational forgetting as a mechanism to leave aside the outdated knowledge and improve organizational learning. Finally, we are looking for examining the mediating role of organizational forgetting in the relationship between leadership styles and organizational entrepreneurship.
METHODOLOGY
The research type is applied in regard to purpose and is descriptive-correlational in terms of method. The statistical population was comprised of all managers and employees of Shiraz University 288 of which were selected by conducting stratified random sampling based on Morgan's table. The research instrument, after reaffirming the validity and reliability, includes four measures of transformational leadership style, servant leadership style, organizational forgetting, and organizational entrepreneurship.
RESULTS & DISCUSSION
Based on obtained results, for Shiraz University staff, there existed positive significant relationships between all variables and components of transformational leadership (subjective encouragement, idealistic influence, inspiring motivation, individual conservation), servant leadership (servicing, humility, reliability, affinity), organizational forgetting (random, purposeful), and organizational entrepreneurship (organizational activities, individual attitude, flexibility, reward status, entrepreneurial leadership, and entrepreneurial culture). The transformational and servant leadership styles of Shiraz University managers were both positively associated with employees’ organizational entrepreneurship. In addition, servant leadership was positively associated with organizational forgetting while the positive relationship between transformational leadership and organizational forgetting was not statistically significant. Therefore, servant leadership directly affected organizational entrepreneurship and indirectly through organizational forgetting. The indirect effect of transformational leadership on organizational entrepreneurship was accordingly removed from the final model.
CONCLUSIONS & SUGGESTIONS
The present era is the age of knowledge and continuous learning that change is an integral part of it and organizational environments are constantly becoming more dynamic and competitive. According to obtained results, by strengthening transformational and servant leadership styles and their components, it is expected for the organizations to forget the past bitter experiences and pave the way to increase organizational learning and entrepreneurship. Since the current research was limited to a specific university, the other researchers are recommended to perform it on other universities in order to better explaining the relationships. In addition, it is recommended to explore the opinions of faculty members towards the association of these three variables as well as to investigate the opinions of higher education authorities around the mediating role of purposeful organizational forgetting in regard to organizational entrepreneurship.
