پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 25 |
| تعداد شماره‌ها | 932 |
| تعداد مقالات | 7,652 |
| تعداد مشاهده مقاله | 12,494,392 |
| تعداد دریافت فایل اصل مقاله | 8,885,777 |
بررسی نقش میانجی تحقّق قرارداد روان شناختی در رابطۀ بین رهبری اخلاقی با رفتار شهروندی سازمانی و عملکرد خلاقانه | ||
| اندیشه های نوین تربیتی | ||
| مقاله 5، دوره 18، شماره 1 - شماره پیاپی 63، فروردین 1401، صفحه 85-105 اصل مقاله (749.17 K) | ||
| نوع مقاله: مقاله پژوهشی | ||
| شناسه دیجیتال (DOI): 10.22051/jontoe.2021.33343.3150 | ||
| نویسندگان | ||
| محمد رضا اردلان* 1؛ حسین معجونی2؛ محمود تعجبی3؛ جمال عبدالملکی2 | ||
| 1دانشیار گروه علوم تربیتی، دانشکده ادبیات و علوم انسانی، دانشگاه بوعلی سینا، همدان، ایران | ||
| 2دانشجوی دکترای مدیریت آموزشی گروه علوم تربیتی، دانشکده علوم انسانی، دانشگاه بوعلی سینا، همدان، ایران | ||
| 3استادیار مدیریت آموزشی، گروه علوم تربیتی، دانشکده علوم انسانی، دانشگاه بوعلی سینا، همدان، ایران | ||
| چکیده | ||
| هدف پژوهش حاضر، بررسی نقش میانجی تحقّق قرارداد روانشناختی در رابطۀ بین رهبری اخلاقی با رفتار شهروندی سازمانی و عملکرد خلاقانه بود. جامعۀ پژوهش، تمامی کارکنان دانشگاه بوعلی سینا همدان به تعداد 735 نفر بودند، که از این جامعه با روش نمونه‌گیری تصادفی ساده و بر مبنای فرمول کوکران نمونه‌ای به حجم 252 نفر انتخاب شد. روش پژوهش نیز کمّی، توصیفی و از نوع مطالعات همبستگی و مدل‌یابی معادلات ساختاری بود. برای گردآوری داده‌ها از پرسشنامه‌های رهبری اخلاقی، تحقّق قرارداد روانشناختی و عملکرد خلاقانه و برای تحلیل داده‌ها از تکنیک‌های توصیفی (فراوانی، میانگین و انحراف استاندارد) و استنباطی (تحلیل عاملی تأییدی و تحلیل مسیر تأییدی) با استفاده از نرم افزارهای Spss و Lisrel استفاده شد. نتایج یافته‌ها نشان داد که رهبری اخلاقی دارای رابطۀ مستقیم، مثبت و معنادار با رفتار شهروندی سازمانی، تحقّق قرارداد روانشناختی و عملکرد خلاقانه میباشد. همچنین مشخص شد که تحقّق قرارداد روانشناختی نقش میانجی در رابطۀ بین رهبری اخلاقی با رفتار شهروندی سازمانی و عملکرد خلاقانه ایفا میکند. | ||
| کلیدواژه‌ها | ||
| رهبری اخلاقی؛ تحقّق قرارداد روانشناختی؛ رفتار شهروندی-سازمانی؛ عملکرد خلاقانه | ||
| عنوان مقاله [English] | ||
| Investigating the mediating role of psychological contract fulfillment the relationship between ethical leadership and organizational citizenship behavior and creative performance | ||
| نویسندگان [English] | ||
| Mohammad Reza Ardalan1؛ Hosein Majooni2؛ Mahmoud Taajobi3؛ Jamal َAbdolmaleki2 | ||
| 1Associate Professor, Department of Educational Sciences, Faculty of Humanities Sciences, Bu-Ali Sina University, Hamedan, Iran | ||
| 2Ph.D. in Educational Management, Department of Educational Sciences, Faculty of Humanities, Bu-Ali Sina University, Hamedan, Iran | ||
| 3Assistant Professor, Department of Educational Sciences, Faculty of Humanities Sciences, Bu-Ali Sina University, Hamedan, Iran | ||
| چکیده [English] | ||
| Abstract The aim of this study was to investigate the mediating role of psychological contract fulfillment in the relationship between ethical leadership and organizational citizenship behavior and creative performance. The study population was all 735 employees of Bu Ali Sina University of Hamadan, from which a sample of 252 people was selected by simple random sampling method based on Cochran's formula. The research method was quantitative, descriptive and of correlation studies and structural equation modeling. For data collection from ethical leadership questionnaires, psychological contract fulfillment and creative performance, and for data analysis from descriptive (frequency, mean and standard deviation) and inferential techniques (confirmatory factor analysis and confirmatory path analysis) It was used using Spss and Lisrel software. The results showed that ethical leadership has a direct, positive and significant relationship with organizational citizenship behavior, psychological contract fulfillment and creative performance. It was also found that psychological contract fulfillment plays a mediating role in the relationship between ethical leadership and organizational citizenship behavior and performance creatively. Introduction In what is called the "post-reality" era, in which moral behavior does not seem necessary for leadership success, the concept of moral leadership may seem old-fashioned or even disturbing to some(Ahmad & et al, 2019: 98). Such social realities are in contrast to research in areas such as organizational behavior and organizational psychology that link ethical leaders to reducing widespread scandals in organizations(Smith, 2016). In fact, scholars specifically agree on the importance of work ethic and ethical leadership(Ilyas, Abi & Ashfaq, 2020; Fu & et al, 2020; Javed & et al, 2017; Badleh, Nemati & Hosseini, 2020). Because leaders are the main representatives of the organization, their behaviors, actions, and thoughts influence followers' beliefs about their organizations. Therefore, leaders, as representatives of the organization, play a key role in influencing and shaping various strategies, including selection and recruitment, reward management, fair behavior, ethical standards, health, safety, and career advancement(Ahmad & et al, 2019: 100). Ethical leaders allow their employees to express their opinions and participate in decisions, listen to their thoughts and ideas, and instill in them a sense of trust(Zarei Matin & et al, 2016). Employees try to compensate for the ethical behaviors of their leaders in a similar way and with different results(van Prooijen & Ellemers, 2015). One of the most important ways that subordinates may compensate for the behavior of moral leaders is through their performance in extra-task behaviors such as organizational citizenship and creative performance(Ahmad & et al, 2019: 98). Organizational citizenship behaviors are extra-role behaviors that are not recognized by the formal reward system of the organization (directly or explicitly) but help the organization to achieve the goals of sustainable development by(Ardalan, Taajobi & majooni, 2020) enhancing effective performance in the workplace(Zhao & Zhou, 2019). Creative performance is also associated with new and unique ideas and processes(Oldham & Cummings, 1996) that are necessary to solve problems and meet the basic needs of the organization and force organizations to use the creative abilities of their employees(Chen & Hou, 2016). The main asset of any organization, especially service organizations such as universities, are its employees. By creating a spiritual atmosphere and ethical leadership and adhering to formal and informal contracts, officials and faculty heads at Bu Ali Sina University can enhance staff role-playing behaviors, including organizational citizen behavior and creative performance. Methodology The present study according to the research philosophy, quantitative research, according to the purpose of the type of applied studies and in terms of data collection and analysis; The method used is a descriptive method of correlation studies and especially structural equation modeling. The study population of all employees of Bu Ali Sina University was 735 people. To estimate the sample size, Cochran's formula with an error of 0.05 and a confidence level of 1.96 was used, which was determined to be 252 people. To collect data from the standard questionnaire of 24 questions of moral leadership of Kalshon et al. (2011) in the form of five dimensions (fairness, ethical guidelines, personal orientation, power sharing and role transparency) based on a 5-point Likert scale; Questionnaire of 24 questions of organizational citizenship behavior of Padaskov, Mackenzie-Moran and Fetter (1990) in five dimensions (conscience, chivalry, civic virtue, humility and altruism) in the 5-point Likert scale; Questionnaire for 10 questions of Rousseau (1995) psychological contract fulfillment in three dimensions (career path development, job content and job reward) in 5 Likert scale; The 20-item Creative Performance Questionnaire by Aldham and Cummings (1996) was used in three dimensions (personal characteristics, job complexity, and job reward) in a 5-point Likert scale. Results Test of research hypotheses showed that: the variable of ethical leadership has a direct, positive and significant effect at the level of 0.05 on organizational citizenship behavior, creative performance and psychological contract fulfillment; Psychological contract fulfillment variable has a direct, positive and significant effect at the level of 0.05 on organizational citizenship behavior and creative performance; Ethical leadership has an indirect, positive and significant effect on organizational citizenship behavior through the realization of psychological contract at the level of 0.05; Ethical leadership also has an indirect, positive and significant effect on creative performance through psychological contract fulfillment at the level of 0.05. Therefore, it can be said that psychological contract fulfillment a mediating role in the relationship between ethical leadership and organizational citizenship behavior and creative performance. The results of the fit indices in the confirmatory path analysis model indicated an appropriate and acceptable fit of the structural model of the research. Conclusions and discussions Given the impact of leaders' thoughts, ideas and behaviors on employees, their existence as a harbinger of ethics and ethical values in organizations is undeniable. Today's managers have come to the conclusion that in order to better manage organizations, in addition to emphasizing and paying attention to laws and regulations, they must also promote adherence to ethics and ethical behavior in their organizations. University leaders can influence employee behavior through fairness, ethical guidance, employee involvement in decisions, and the creation and development of an appropriate ethical environment on campus. In this way, if employees find that leaders treat them fairly, respect their opinions, clearly articulate job expectations and organizational responsibilities, and be sensitive to their family and professional issues and problems. They show that they have acquired positive attitudes about their job and organization and seek to compensate for these services by accepting additional roles and activities such as organizational citizenship behavior and creative performance. Finally, according to the findings of the current research, the deans of the faculties and the officials of Bu Ali Sina University are recommended to encourage the staff to discuss various issues of the university and to respect their opinions; Fairness and justice in dealing with employees; Paying attention to the personal and family needs of employees; Observance of etiquette and preservation of human dignity of employees; Adherence to informal and unwritten agreements between university officials and staff and institutionalizing ethical behaviors in the university environment through: honesty, trust, role transparency and kindness, provide the necessary ground for staff role-playing behaviors including organizational citizenship behavior and creative performance. | ||
| کلیدواژه‌ها [English] | ||
| Ethical leadership, Psychological contract fulfillment, Organizational Citizenship behavior, Creative performance | ||
|
سایر فایل های مرتبط با مقاله
|
||
| مراجع | ||
|
Abbaszadeh, M. R., Salehi, M., & Bahmanesh, M. R. (2016). The impact of a mediator variable (ethical climate) on the relationship between ethical leadership with innovation, and ethical behavior of employees of the Melli Bank of Mashhad. Ethical Research, 6(2), 27-47. (Text in Persian). Ahmad, I., Donia, M. B., Khan, A., & Waris, M. (2019). Do as I say and do as I do? The mediating role of psychological contract fulfillment in the relationship between ethical leadership and employee extra-role performance. Personnel Review, 48(1), 98-117. Ahmad, I., Zafar, M. A., & Shahzad, K. (2015). Authentic leadership style and academia’s creativity in higher education institutions: intrinsic motivation and mood as mediators. Transylvanian review of administrative sciences, 11(46), 5-19. Ali Chughtai, A. (2016). Can ethical leaders enhance their followers’ creativity?. Leadership, 12(2), 230-249. Aloustani, S., Atashzadeh-Shoorideh, F., Zagheri-Tafreshi, M., Nasiri, M., Barkhordari-Sharifabad, M., & Skerrett, V. (2020). Association between ethical leadership, ethical climate and organizational citizenship behavior from nurses’ perspective: a descriptive correlational study. BMC nursing, 19(1), 1-8. Angulo, G. (2020). How Ethical Leadership Influences Moral Disengagement and Encourages Employees to Engage in Ethical Practices (Doctoral dissertation, Grand Canyon University). Aqarian, E. (2013). Investigating the effect of inducing positive and negative emotions on the supervisor's perceived support, intention to leave the job and organizational citizenship behavior. Master Thesis. Faculty of Psychology and Educational Sciences. University of Esfahan. (Text in Persian). Arain, G. A., Sheikh, A., Hameed, I., & Asadullah, M. A. (2017). Do as I do: The effect of teachers’ ethical leadership on business students’ academic citizenship behaviors. Ethics & Behavior, 27(8), 665-680. Ardalan, M. R., Taajobi, m., & majooni, h. (2020). The Role of Ethical Leadership in Organizational Citizenship Behavior by Mediating Organizational Justice and Organizational Commitment. Joutnal of Managing Education in Organizations, 8(2), 11-46. (Text in Persian). Babaeian, A., & Zandi, F. (2014). The Role of Psychological Contract Fulfillment on Job Burnout. Management Studies in Development and Evolution, 23(75), 97-114. (Text in Persian). Badleh, A., Nemati, S., & Hosseini, H. (2020). The relationship between the ethical leadership of school principals and social adjustment of primary school students. Journal of School Administration, 8(1), 114-97. (Text in Persian). Baharloo, M., Bashlideh, K., Naami, A. Z., & Hashemi Sheikh Shabani, S.I. (2015). Analysis of the Relationship between Ethical Leadership and Organizational Citizenship Behavior. Ethics in science and Technology. The Journal of Ethics in Science and Technology, 10(1), 19-27. (Text in Persian). Bavik, Y. L., Tang, P. M., Shao, R., & Lam, L. W. (2018). Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths. The Leadership Quarterly, 29(2), 322-332. Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97(2), 117-134. 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, A. S. Y., & Hou, Y. H. (2016). The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination. The Leadership Quarterly, 27(1), 1-13. Chun, J. S., Shin, Y., Choi, J. N., & Kim, M. S. (2013). How does corporate ethics contribute to firm financial performance? The mediating role of collective organizational commitment and organizational citizenship behavior. Journal of Management, 39(4), 853-877. Feng, J., Zhang, Y., Liu, X., Zhang, L., & Han, X. (2018). Just the right amount of ethics inspires creativity: A cross-level investigation of ethical leadership, intrinsic motivation, and employee creativity. Journal of Business Ethics, 153(3), 645-658. Fu, J., Long, Y., He, Q., & Liu, Y. (2020). Can Ethical Leadership Improve Employees’ Well-Being at Work? Another Side of Ethical Leadership Based on Organizational Citizenship Anxiety. Frontiers in Psychology, 11. Gao, Y., & He, W. (2017). Corporate social responsibility and employee organizational citizenship behavior: the pivotal roles of ethical leadership and organizational justice. Management Decision, 55(2), 294-309. Ghahramani, M., Abolghasemi, M., & Vafayizadeh, M. (2014). Explaining the Relationship of PPCF with Mental Health and Turnover Intention; Based on JD-R Model. Quarterly Journal of Career & Organizational Counseling, 6(21), 113-134. (Text in Persian). Hasani, M., Araszadeh, S., & Kazemzadeh Battali, M. (2017). Relationship between Ethical Leadership with Organizational Citizenship Behavior, Organizational Politics & Gender. Ethics in science and Technology, 12(3), 142-151. (Text in Persian). Hemmat panah, A., Mehdad, A., & Farsi, Z. (2018). The effect of perceived adherence to psychological contract on citizenship performance among employees of a industrial company: Mediating role of organizational loyalty. Knowledge & Research in Applied Psychology, 19(1), 18-25. (Text in Persian). Ilyas, S., Abid, G., & Ashfaq, F. (2020). Ethical leadership in sustainable organizations: The moderating role of general self-efficacy and the mediating role of organizational trust. Sustainable Production and Consumption. Javed, B., Khan, A. A., Bashir, S., & Arjoon, S. (2017). Impact of ethical leadership on creativity: the role of psychological empowerment. Current Issues in Tourism, 20(8), 839-851. Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51-69. Khalave, E., & Mehdad, A. (2016). Predicting of Perceived Job Security & Organizational Trust through Ethical Leadership & Adherence to Psychological Contract. Ethics in science and Technology. 10(4), 37-44. (Text in Persian). Khan, N., Ahmad, I., & Ilyas, M. (2018). Impact of ethical leadership on organizational safety performance: the mediating role of safety culture and safety consciousness. Ethics & Behavior, 28(8), 628-643. Kline, R.B. (2011). Principles and practice of structural equation modeling. Second Edition, New York: The Guilford Press. Langari, M., Soleimanpur Omran, M., & Esmaeili Shad, B. (2016). The Investigation of Relationship between Job Involvement and Organizational Citizenship Behavior in Bojnoord Medical Science University Staff. Journal of Health Management, 7(2), 1-91. (Text in Persian). Majdzadeh, M., Hoveida, R., & Rejaeipour, S. (2019). Structural Modeling of University Manager’s Ethical Leadership Relationships and Educational Performance of Faculty Members with The Mediating Role of Their Professional Ethics in Comprehensive Units of Islamic Azad University. Scientific Journal of Education strategies in Medical Sciences, 11(6), 65-67. (Text in Persian). Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational behavior and human decision processes, 108(1), 1-13. Mehdad, A., & Khalave, E. (2016). Predicting of Perceived Job Security & Organizational Trust through Ethical Leadership & Adherence to Psychological Contract. Ethics in science and Technology, 10(4) :37-44. (Text in Persian). Mo, S., & Shi, J. (2017). Linking ethical leadership to employees’ organizational citizenship behavior: Testing the multilevel mediation role of organizational concern. Journal of Business Ethics, 141(1), 151-162. Mohajeran, B; Divband, A (2017). Analyzing the Relationship between Ethical Leadership and Organizational Silence with Employees Creativity. Ethics in science and Technology. 12 (2) :137-148 (Text in Persian) Mohammadi, V., Goshtasbi, M., Jafarpanah, I., & Karimi Zarchi, M. (2016). Explaining the effect of creativity and innovation on the innovative performance of the firm (Case study: Knowledge-based companies in the field of information and communication technology), Annual Strategic Management Conference. (Text in Persian). Nadi, M. N., Moshfeghi, N., & Mir Lohi, H. S. (2018). Explain the moderating role of attachment to change in structural relations of ethical leadership, job satisfaction and organizational citizenship behavior and organizational performance. Journal of Modern Thoughts in education, 1(49), 39-55. (Text in Persian). Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of management journal, 39(3), 607-634. Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The leadership quarterly, 1(2), 107-142. Rodwell, J., Ellershaw, J., & Flower, R. (2015). Fulfill psychological contract promises to manage in-demand employees. Personnel Review, 44(5), 689-701. Rousseau, D. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Sage publications. Shareef, R. A., & Atan, T. (2019). The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention: Mediating role of intrinsic motivation. Management Decision, 57(3), 583-605 Smith, G. (2016). “Volkswagen’s Dieselgate scandal just got bigger”, Fortune, November 7, available at: http://fortune.com/2016/11/07/vw-dieselgate-more-bad-news/ (accessed December 16, 2016). Syednaghavi, M. A., & Arab, M. (2017). Psychological Contract and Organizational Support Realization: The Motivational Challenge of Professional Personnel. Journal of Human Resources Studies, 6(22), 117-132. (Text in Persian). Tefera, C. A., & Hunsaker, W. D. (2020). Intangible assets and organizational citizenship behavior: A conceptual model. Heliyon, 6(7), e04497. Teo, T., & Noyes, J. (2014). Explaining the intention to use technology among pre-service teachers: a multi-group analysis of the Unified Theory of Acceptance and Use of Technology. Interactive Learning Environments, 22(1), 51-66. Vaezi, A., Sadrnia, A., & Kahrobaee, S. (2018). Investigating the Impact of Psychological Contract Fulfillment on Organizational Citizenship Behavior through Mediating Role of Perceived Organizational Support. Organizational Behaviour Studies Quarterly, 7(3), 185-209. . (Text in Persian). van Prooijen, A. M., & Ellemers, N. (2015). Does it pay to be moral? How indicators of morality and competence enhance organizational and work team attractiveness. British Journal of Management, 26(2), 225-236. Vlachos, P. A., Panagopoulos, N. G., & Rapp, A. A. (2013). Feeling good by doing good: Employee CSR-induced attributions, job satisfaction, and the role of charismatic leadership. Journal of business ethics, 118(3), 577-588. Yang, Q., & Wei, H. (2018). The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism. Leadership & Organization Development Journal, 39(1), 100-113. Zarei Matin, H., Ahmadi Zahrani, H., Amini, A. R., & Nikmaram, S. (2016). The Effects of Ethical Leadership on Employees’ Voices. Journal of Research in Human Resources Management, 7(4), 167-190. (Text in Persian). Zhao, H., & Zhou, Q. (2019). Exploring the impact of responsible leadership on organizational citizenship behavior for the environment: A leadership identity perspective. Sustainability, 11(4), 944. | ||
|
آمار تعداد مشاهده مقاله: 617 تعداد دریافت فایل اصل مقاله: 383 |
||
