دانلود رایگان مقاله انگلیسی تعامل بین برازش P-O، رهبری تحول گرا و سرمایه اجتماعی سازمانی - امرالد 2017

Abstract

Purpose – Using social identity theory, the authors hypothesize that transformational leadership (TL) leads to better person-organization fit (P-O fit), which in turn contributes to the emergence of organizational social capital (i.e. OSC). Furthermore, the authors suggest that the relationship between P-O fit and OSC is contingent upon the level of TL. The paper aims to discuss these issues. Design/methodology/approach – Field study data were used to test the hypotheses. In total, 336 employees from eight different service sector organizations in Pakistan participated in this study. Hierarchical linear modeling was used to analyze the data. Findings – In support of the hypotheses, the authors found that TL was positively related to both P-O fit and OSC. Also, P-O fit mediated the TL-OSC relationship. Finally, TL moderated the relationship between P-O fit and OSC. Research limitations/implications – Cross-sectional data were collected through self-reports, which raises concerns of reporting bias. Practical implications – Managers can benefit from the study by focusing on TL as a vehicle for not only achieving change, but also for creating an environment that facilitates better P-O fit and enhanced OSC. Social implications – This study provided a rare opportunity to examine the proposed relationships in a developing country. This enhances our insight into the efficacy of theories that have been mainly developed and tested in developed countries. Originality/value – Previous research hypothesized P-O fit as a mediator between leadership and performance, yet failed to receive support. The current study is unique by demonstrating that TL, as a relational leadership style, contributes to building an important resource (OSC) through the mediating effect of P-O fit.

Discussion

The main goal of this study was to examine how leadership can foster OSC, as well as the possible mechanism through which TL relates to OSC. The results of this research offer several notable findings. First, as predicted, TL is positively related to both P-O fit and OSC. Furthermore, the finding that P-O fit mediates the relationship between TL and OSC offers evidence that transformational leaders are likely to exert their influence on followers by affecting their feelings of identification with the organization. Prima facie, it is interesting that TL is positively associated with social identification in the form of perceived value/goal congruence, which in turn empowers followers to continue to build stronger connections with group members. This finding is an important extension of TL theory that mainly emphasized the salient role of transformational leaders in establishing a climate for change and innovation (Bass and Avolio, 1990). More specifically, in support of prior assertions in the literature, transformational leaders can also be socialized leaders who create stability, closure, and social identity (Kark et al., 2003). More specifically, through their inspirational motivation, idealized influence, and individual consideration, they create the stability and closure that empowers followers to strengthen their ties and relationships with other members.