نقد نظريه رهبري تبادلي با تاكيد بر آيات قرآن كريم

Criticism of the Transactional Leadership Theory with an Emphasis on the Quran Verses

رهبري تبادلي مبتني بر عمل متقابل است، ايده برنز (1978) اين بود كه روابط رهبر و پيروان از سوي تبادل برخي پاداش‌ها مانند نرخ عملكرد، پرداخت، شناسايي افراد و تشويق‌ها بهبود مي‌يابد. در رهبري تبادلي رهبر اهداف را مشخص مي‌كند و با افراد براي اطمينان از دستيابي به اهداف سازماني وسيع‌تر همكاري مي‌كند. اين نوع رهبري به سلسله مراتب و توانايي كار در اين نوع تبادل بستگي دارد. رهبري تبادلي به مهارت‌هايي مانند: توانايي كسب نتايج، كنترل از راه ساختارها و فرايندها، حل مسايل، برنامه‌ريزي و سازماندهي و كار در بين محدوده‌هاي سازماني نياز دارد. نقدهاي فراواني از سوي صاحب‌نظران مديريت به نظريه رهبري تبادلي وارد شده است. مسيله اين است كه آيا تكيه صرف بر مبادله پاداش و مديريت بر مبناي استثنا در هدايت رهبري كاركنان و به‌ويژه افرادي كه در مراتب بالاي نيازهاي انساني قرار دارند در سازمان‌هاي امروزين پاسخگو هست يا خير؟ از سوي ديگر مكتب الهي اسلام نظريات بسيار دقيق و ظريفي را بيان مي‌دارد كه حاكي از نوع نگاه خاص به انسان و رشد و تعالي اوست كه در مكاتب رايج به آن توجه نشده است. هدف اين تحقيق نقد نظريه رهبري تبادلي و بيان نظريات بديع و جامع در قرآن كريم است. روش مورد استفاده در تحقيق نقد درون‌ساختاري و برون‌ساختاري است. در نقد درون‌ساختاري، هدف سنجش انسجام داخلي اجزاي نظريه و هماهنگي بين مفاد نظريه با مباني و اصول نظريه مي‌باشد. در نقد برون‌ساختاري نظريه به لحاظ انطباق مفاد نظريه با ديگر نظريات و انطباق مفاد نظريه با مفروضات ديني (اسلام) بررسي مي‌شود. در نقد برون ساختاري اين نظريه داراي نقاط قابل تقويتي است كه منجر به ارايه نظريه رهبري تحولي شده است. و با تدبّر در آيات قرآن كريم درمي‌يابيم كه افزون بر نقدهاي وارده بر نظريه رهبري تبادلي در رويكرد قرآني مفاهيم ارايه شده در اين نظريه با وسعت و غناي بالاتري ارايه شده است. در بخش تدبر قرآني در ابتدا مفاهيم مرتبط با مقوله‌هاي نظريه سبك رهبري تبادلي استخراج و مقوله‌بندي شده است. سپس نگاه جامع قرآن كريم به نوع نگرش به انسان، نظارت و كنترل، تشويق و تنبيه، بيان شده است.

Transactional leadership is counteractive in itself. James McGregor Burns (1978) distinguished between transactional leaders and transformational by explaining that: transactional leaders are leaders who exchange tangible rewards for the work and loyalty of followers. Transactional leaders tend to be more passive as transformational leaders demonstrate active behaviors that include providing a sense of mission. Transactional leaders are concerned with processes rather than forward-thinking ideas. These types of leaders focus on contingent reward (also known as contingent positive reinforcement) or contingent penalization (also known as contingent negative reinforcement). Contingent rewards (such as praise) are given when the set goals are accomplished on-time, ahead of time, or to keep subordinates working at a good pace at different times throughout completion. Transactional leaders use reward and punishments to gain compliance from their followers. They are extrinsic motivators that bring minimal compliance from followers. They accept goals, structure, and the culture of the existing organization. Transactional leaders tend to be directive and action-oriented. Transactional leaders are willing to work within existing systems and negotiate to attain goals of the organization. They tend to think inside the box when solving problems. Transactional leadership is primarily passive. The behaviors most associated with this type of leadership are establishing the criteria for rewarding followers and maintaining the status quo. Within transactional leadership, there are two factors, contingent reward and management-by-exception. Contingent reward provides rewards for effort and recognizes good performance. Management-by-exception maintains the status quo, intervenes when subordinates do not meet acceptable performance levels, and initiates corrective action to improve performance. There have been a number of criticisms leveled against transactional leadership typically proposed by management scholars e.g. Burns (1978) argued that transactional leadership practices lead followers to short-term relationships of exchange with the leader. These relationships tend toward shallow, temporary exchanges of gratification and often create resentments between the participants. Additionally, a number of scholars criticize transactional leadership theory because it utilizes a one-size-fits-all universal approach to leadership theory construction that disregards situational and contextual factors related organizational challenges. It is believed that this theory does not match the needs of todayʹs organizations. On the other hand, the divine school of Islam expresses very delicate, elegant and precise views that demonstrate its special outlook on human, progress and elevation, the one which is neglected in mainstream schools of management. This research paper aims at criticism of the transactional leadership and tries to propose the ground-breaking comprehensive views extracted from the Quran. The method of research was based on the intra and extra structural critique. In intra structural critique, the purpose of research is evaluation of the cohesion and the solidarity of the theory entities and the harmony between the theory contents and its principles and foundations. In extra structural critique, the theory is examined in terms of their conformity with other related theories and its compliance with Islamic assumptions. In extra structural critique, this theory has strengthening significant points that led to the emergence of transformational theory. Meditating the Quran verses shows that the concepts suggested in this theory are also articulated in the Quran with more breadth and richness. In contemplating the Quranic verses, primarily the concepts related to the categories of transactional leadership theory were extracted and classified and next the Quranʹs comprehensive precise views on human, supervision and monitoring, reward and punishment are enunciated clearly and in detail.