رئوس مطالب
- خلاصه
- ساختار ها و محیط سرویس
- مدل های رقابتی برای رهبری و حل اختلاف همکارانه
- روش
- نمونه
- رویه
- تجزیه و تحلیل
- سنجش ها
- نتایج
- بررسی های داده
- تحلیل مدل های جایگزین
- بحث و تبادل نظر
- واسط مجاورتی- دوراز نقطه مبداء
- پیچیدگی ها
- بینش ها
- مطالعات آینده
Abstract
This paper discusses the effects of transformational leadership on cooperative conflict resolution (management) by evaluating several alternative models related to the mediating role of job satisfaction and change commitment. Samples of data from customer service personnel in Taiwan were analyzed. Based on the boot-strap sample technique, an empirical study was carried out to yield the best fitting model. The procedure of hierarchical nested model analysis was used, incorporating the methods of bootstrapping mediation, PRODCLIN2, and structural equation modeling (SEM) comparison. The analysis suggests that leadership that promotes integration (change commitment) and provides inspiration and motivation (job satisfaction), in the proper order, creates the means for cooperative conflict resolution.
Conclusions
Most previous studies have used cooperative conflict management as a mediating variable that has effects on such outcomes as team innovation and productivity. It would be very interesting to explore this issue. Earlier empirical studies have found that commitment explained less than 17% of the variance in transformational leadership; job satisfaction explained less than 41% of the variance in transformational leadership. While leadership trust has found to be associated with leadership and the solution ( Podsakoff, et al., 1990 ; Bass, et al., 2003 ; Yang, 2012b ), it would be interesting to examine leadership trust in the future, and discuss the mediating roles of job satisfaction, change commitment, and leadership trust on the influence of leadership on conflict resolution. Other approaches could be utilized in the future as well. For example, the issue of mediation interactions could be explored ( Preacher & Hayes, 2008 ).