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British Journal of Management

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Опубликовано на портале: 03-10-2003
James C. Sarros British Journal of Management. 2002.  Vol. 13. No. 4. P. 285 - 304. 
This study examines the extent to which a leaders behaviour (i.e. transactional and transformational styles) and aspects of an organizations structure (i.e. centralization, formalization dimensions) directly and/or indirectly relate to elements of work alienation (i.e. powerlessness, meaninglessness, self estrangement). The study utilized structural equation modeling techniques to estimate the goodness of fit of a leadershiporganizational structurework alienation model based on the responses of personnel in a major US eastern seaboard fire department (a bureaucratic, quasimilitary type organization) (n = 326). Goodness of fit statistics indicate good fit to the observed data. Results show that transformational leadership was associated with lower work alienation, whereas transactional leadership was associated with higher work alienation. Organizational structure was not significantly predictive of work alienation, but was negatively associated with transformational leadership and positively associated with transactional leadership. The significant indirect effects between organizational structure and work alienation, and between organizational structure and transformational leadership, provide further evidence that the leadership style of the organization has a more significant impact on feelings of work alienation than antecedent conditions such as organization rigidity. The study argues that managers as well as leaders need to question bureaucratic orientations to work and manager эemployee relations by rethinking their value orientations and adapting new models that encourage individual fulfilment, learning and personal development.