مدلی برای تبیین نقش رهبری اشتراکی در بهره‌وری شرکت‌های دانش‌بنیان
محورهای موضوعی : مدیریت بازرگانیحمیدرضا افرشته 1 , مهدی یزدان شناس 2 , حامد دهقانان 3 , شهرام خلیل نژاد 4
1 - دانشجوی دکتری گروه مدیریت بازرگانی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران
2 - دانشیار گروه مدیریت بازرگانی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران
3 - دانشیار گروه مدیریت بازرگانی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران
4 - استادیار گروه مدیریت بازرگانی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران
کلید واژه: بهره‌وری, شرکت‌های دانش بنیان, رهبری اشتراکی,
چکیده مقاله :
توجه دولت‌ها به اقتصاد دانش‌بنیان و ظهور گسترده شرکت‌های دانش‌بنیان و همچنین خلق ارزش بر پایه دانش و اهمیت یافتن نیروی کار دانشی در سازمان‌ها، شیوه‌های نوین رهبری و مدیریت متناسب با موقعیت خاص این شرکت‌ها را می‌طلبد. در نظریة رهبری متناسب با نیروی کار دانشی که خواهان مراتبی از استقلال بوده، در محیط‌هایی با پیچیدگی بالا و در هم تنیدگی نقش‌ها مشغول به کار می‌باشند، رهبری اشتراکی به‌عنوان عامل افزایش عملکرد فردی، اثربخشی تیم‌ها و افزایش بهره‌وری در سازمان‌ها پیشنهاد شده است. این پژوهش با هدف واکاوی پیامدهای رهبری اشتراکی در شرکت‌های دانش‌بنیان و همچنین تعیین متغیرهای مؤثر بر فرآیند اجرای این سبک رهبری در شرکت‌های دانش‌بنیان صورت پذیرفت. این تحقیق، به لحاظ هدف از نوع تحقیقات توسعه‌ای و کاربردی و به لحاظ روش از نوع تحقیقات توصیفی است که به روش آمیخته اکتشافی انجام شد. مدیران و کارکنان شرکت‌های دانش‌بنیان حوزه فناوری اطلاعات و ارتباطات جامعه آماری تحقیق را تشکیل دادند. در بخش کیفی، نمونه‌گیری به روش هدفمند انجام و حجم نمونه براساس رسیدن به اشباع نظری تعیین شد. در بخش کمّی نیز نمونه‌گیری به روش در دسترس انجام شد. در خلال هیجده مصاحبه انجام شده، نتایج رهبری سازمانی در سطح فردی با افزایش انگیزش، تعهد سازمانی، رضایت شغلی و توسعه مهارت‌ها، در سطح تیمی انسجام گروهی، توانمندسازی تیمی و هویت گروهی و در بعد سازمانی بهره‌وری، یادگیری سازمانی و نوآوری احصا شد. همچنین در این مورد، اشتراک دانش به‌عنوان متغیر میانجی شناسایی شد. این عوامل با داده‌های به‌دست‌آمده از 127 پرسشنامه الکترونیک که با تکنیک حداقل مربعات جزئی تحلیل شدند، نیز تأیید شد.
The knowledge-based economy and the widespread emergence of knowledge-based companies as well as the creation of knowledge-based values and the importance of the knowledge worker in organizations have attracted the governments’ attention which in turn has lead to new styles of leadership and management be tailored to the specific conditions of these companies. In the leadership literature, corresponding to the knowledge worker who wants a degree of independence and works in environments with high complexity and task interdependence, shared leadership has been suggested as a predictor of enhancing individual performance, team effectiveness and increasing productivity in organizations. Hence, the present study was conducted to investigate the consequences of shared leadership in knowledge-based companies and to determine the variables affecting the implementation of this leadership style in knowledge-based companies. This descriptive research was developmental and applied in terms of purpose and had an exploratory mixed method design. The statistical population of the study consisted of the managers and employees of knowledge-based companies in the field of information and communication technology. In the qualitative part, sampling was performed in a purposeful and judgmental manner and the sample size was determined based on theoretical saturation. In the quantitative part, sampling was done through convenience sampling procedure. During 18 interviews, the outcomes of organizational leadership, at the individual level, were found to be increasing motivation, organizational commitment, job satisfaction and skill development, at the group and team level, group cohesion, team empowerment and group identity, and at the organizational level, productivity, organizational learning and innovation were identified. Moreover, knowledge sharing was identified as a mediating variable. These findings were also confirmed by the data obtained from 127 electronic questionnaires using the partial least squares (PLS) technique for analysis.
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Amiri, R., & Bayat, M, (2015), Knowledge-oriented Economy Strategy and Resistance Economy (with emphasis on the statements of the Supreme Leader), The First National Conference on Knowledge-oriented Resistance Economy[in Persian].
Avolio, B., Jung, D., Murry, W. & Sivasubramaniam, N. (1996). Building highly developed teams: focusing on shared leadership process, efficacy, trust, and performance. In Beyerlein, M.M., Johnson, D.A. and Beyerlein, S.T. (eds), Advances in Interdisciplinary Studies of Work Teams. Greenwich, CT: JAI Press, pp. 173–209.
Aubé, C., Rousseau, V., & Brunelle, E. (2018). Flow experience in teams: The role of shared leadership. Journal of Occupational Health Psychology, 23(2), 198–206.
Balthazard, P., Waldman, D., Howell, J., & Atwater, L. (2004). Shared leadership and group interaction styles in problem-solving virtual teams. Proceedings of the 37th Annual Hawaii International Conference on System Sciences.
Barrick, M. R., Bradley, B. H., Kristof-Brown, A.L., & Colbert, A. E. (2007). The moderating role of top management team interdependence: implications for real teams and working groups. Academy of Management Journal, 50, 544–557.
Batistič, S., Černe, M., & Vogel, B. (2017). Just how multi-level is leadership research? A document co-citation analysis 1980–2013 on leadership constructs and outcomes. Leadership Quarterly, 28 (1), 86–103.
Bergman, J. Z., Rentsch, J. R., Small, E. E., Davenport, S. W. & Bergman, S. M. (2012). The shared leadership process in decision-making teams. Journal of Social Psychology, 152, pp. 17–42.
Bock, G. W., & Kim, Y. G. (2002). Breaking the myths of rewards: an exploratory study of attitudes about knowledge sharing. Information Resource Management Journal, 15 (2), 14–21
Boies, K., Lvina, E. and Martens, M.L. (2010). Shared leadership and team performance in a business strategy simulation. Journal of Personnel Psychology, 9, 195– 202.
Bouncken, R. B., Kraus, S., & Roig-Tierno, N.(2019). Knowledge- and innovation-based business models for future growth: digitalized business models and portfolio considerations. Review of Managerial Science, 15(1), 1–14.
Buchanan, D.A., Addicott, R., Fitzgerald, L., Ferlie, E., Baeza, J.I. (2007). Nobody in charge: distributed change agency in healthcare. Human Relation, 60 (7), 1065–1090
Carson, J. B., Tesluk, P. E. & Marrone, J.A.(2007). Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance. Academy of Management Journal, 50(5), 1217–1234.
Cobanoglu, N. (2020). Investigation of Shared Leadership and Organizational Commitment in Primary and Secondary Schools: Malatya Case. International Journal of Educational Methodology, 6(3), 613–629.
Mobini Dehkordi, A. (2010). Introduction of designs and models in mixed research method. Strategy, 20(60), 217-234. [In Persian]
D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations. Journal of Management, 42(7), 1964–1991.
Drescher, G., & Garbers, Y. (2016). Shared leadership and commonality: A policy-capturing study. The Leadership Quarterly, 27(2), 200–217.
Drescher, M. A., Korsgaard, M. A., Welpe, I. M., Picot, A., & Wigand, R. T. (2014). The dynamics of shared leadership: building trust and enhancing performance. Journal of Applied Psychology, 99 (5), 771–783.
Ensley, M. D., Hmieleski, K. M., & Pearce, C. L. (2006). The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups. Leadership Quarterly, 17(3), 217-231.
Fausing, M. S., Joensson, T. S., Lewandowski, J., & Bligh, M. (2015). Antecedents of shared leadership: Empowering leadership and interdependence. Leadership & Organization Development Journal, 36(3), 271-291.
Fransen, K., Haslam, S. A., Steffens, N. K., Peters, K., Mallett, C. J., Mertens, N., & Boen, F. (2020). All for us and us for all: Introducing the 5R Shared Leadership Program. Psychology of Sport and Exercise, 51, 10176.
Galli, B. J., Kaviani, M. A., Bottani, E., & Murino, T. (2017). Shared Leadership and Key Innovation Indicators in Six Sigma Projects. International Journal of Strategic Decision Sciences, 8(4), 1–45.
Grille, A., Schulte, E. M., & Kauffeld, S. (2015). Promoting shared leadership: A multilevel analysis investigating the role of prototypical team leader behavior, psychological empowerment, and fair rewards. Journal of Leadership & Organizational Studies, 22(3), 324-339.
Gu, J., Chen, Z., Huang, Q., Liu, H., & Huang, S. (2016). A multilevel analysis of the relationship between shared leadership and creativity in inter-organizational teams. Journal of Creative Behavior, 52(2), 109-126.
Imam, H., & Zaheer, M. K. (2021). Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team. International Journal of Project Management, 39(5), 463–473. https://doi.org/10.1016/ j.ijproman.2021.02.006.
Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a Silver Bullet. Journal of Marketing Theory and Practice, 19(2), 139–152.
Han, S. J., Lee, Y., & Beyerlein, M. (2019). Developing Team Creativity: The Influence of Psychological Safety and Relation-Oriented Shared Leadership. Performance Improvement Quarterly, 32(2), 159–182.
Henseler, J., Ringle, C., & Sinkovics, R. (2009). The Use of Partial Least Squares Path Modeling in International Marketing. Advance in International Marketing, 20, 277-319
Hoch, J. E. (2013). Shared leadership and innovation: The role of vertical leadership and employee integrity. Journal of Business and Psychology, 28(2), 159-174
Hoch, J. E., Pearce, C. L., & Welzel, L. (2010). Is the Most Effective Team Leadership Shared? Journal of Personnel Psychology, 9(3), 105–116.
Hulland, J., (1999). Use of Partial Least Squares (PLS) in Strategic Management Research: A Review of Four Recent Studies. Strategic Management Journal 20(2).195–204.
Huang, C. (2013). Shared leadership and team learning: roles of knowledge sharing and team characteristics. Journal of International Management Studies, 8(1), 124–133.
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