نوع مقاله : مقالات

نویسندگان

1 پیام نور استان فارس مرکز لامه

2 شیراز

چکیده

هدف از پژوهش حاضر بررسی رابطه سبک های رهبری تحولی و خدمتگذار با کارآفرینی سازمانی با نقش میانجیگری فراموشی سازمانی می باشد. جامعه پژوهش شامل کلیه مدیران و کارکنان دانشگاه شیراز بود که با استفاده از جدول مورگان و از طریق روش نمونه گیری تصادفی طبقه ای نسبتی،288 نفر به عنوان نمونه انتخاب شدند. ابزار پژوهش شامل چهار پرسشنامه؛ سبک رهبری تحول آفرین، سبک رهبری خدمتگذار، پرسشنامه فراموشی سازمانی و پرسشنامه کارآفرینی سازمانی بود که پس از محاسبه روایی وپایایی این ابزار، بین نمونه کارکنان و مدیران توزیع و جمع آوری گردید. نتایج پژوهش نشان داد که: بین سبک رهبری تحولی و سبک رهبری خدمتگذار مدیران، فراموشی سازمانی و کارآفرینی سازمانی کارکنان رابطه معنادار وجود دارد. تحلیل مسیر برای تعیین سهم میانجیگری فراموشی سازمانی نشان داد که فراموشی سازمانی نقش میانجیگری برای سبک رهبری تحولی ایفا نمی کند، اما میانجیگری مکمل بین سبک رهبری خدمتگذار و کارآفرینی سازمانی کارکنان می باشد. شاخص های کلی برازش نیز نشان دهنده تناسب مدل اجرا شده داشت. به طور کلی می توان گفت سبک رهبری تحولی و خدمتگذار مدیران دانشگاه شیراز، پیش بینی کننده مثبت و معنادار کارآفرینی سازمانی کارکنان دانشگاه، سبک رهبری تحولی مدیران دانشگاه شیراز، پیش بینی کننده مثبت و غیرمعنادار و سبک رهبری خدمتگذار مدیران دانشگاه، پیش بینی کننده مثبت و معنادار فراموشی سازمانی کارکنان دانشگاه بوده و همچنین سبک رهبری خدمتگذار هم به طور مستقیم و هم با میانجیگری فراموشی سازمانی به طور غیر مستقیم پیش بینی کننده کارآفرینی سازمانی کارکنان است.

کلیدواژه‌ها

عنوان مقاله [English]

The role of mediating organizational forgetting in the relationship between leadership styles and organizational entrepreneurship

نویسندگان [English]

  • mahdi amiri 1
  • mehdi mohammadi 2
  • mostafa yazdi 2

1 pnu

2 shiraz

چکیده [English]

1- INTRODUCTION
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.
2- 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.
3- 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.
4- 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.
5- 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.

کلیدواژه‌ها [English]

  • Transformational leadership style
  • servant leadership style
  • organizational forgetting
  • organizational entrepreneurship
  • University
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