شناسایی عوامل حیاتی اثرگذار بر تشکیل سرمایه رهبری در محیط های دانشگاهی: کاربرد دیمتل فازی

نوع مقاله : مقاله پژوهشی

نویسندگان

1 دانشجوی دکترای مدیریت رفتار سازمانی، دانشگاه لرستان، خرم آباد، لرستان، ایران

2 استاد گروه مدیریت، دانشگاه لرستان، خرم آباد، لرستان، ایران

3 دانشیار گروه مدیریت، دانشگاه لرستان، خرم آباد، لرستان، ایران

چکیده

        هدف تحقیق حاضر، بررسی و احصاء عوامل حیاتی موثر بر تشکیل سرمایه رهبری در محیط­های دانشگاهی با استفاده از تکنیک دیمتل فازی بوده است. تحقیق حاضر از نوع تحقیق آمیخته اکتشافی است. در این پژوهش، مباحث نظری و عوامل احتمالی و مولفه­های موثر برسرمایه رهبری در دانشگاه­ها از طریق مطالعات کتابخانه­ای و مراجعه به مقالات فارسی و لاتین و مصاحبه با خبرگان که شامل مدیران دانشگاه­های برتر و مقامات تصمیم­گیر در حیطه آموزش عالی بودند، استخراج شده است. اصلی­ترین ابزار گردآوری اطلاعات در این پژوهش، مصاحبه و پرسشنامه است. به منظور بررسی عوامل موثر برسرمایه رهبری در دانشگاه­ها از روش دیمتل استفاده شده است. روش نمونه­گیری در این تحقیق به صورت هدفمند بوده و نمونه­گیری تا رسیدن به کفایت داده­ها ادامه یافت. حجم نمونه در این تحقیق 15 نفر بوده است. نتایج تحقیق نشان­دهنده این بوده که مولفه­های سرمایه­های رهبری در دانشگاه­ها  براساس میزان تاثیر گذاری به ترتیب عبارتند از: مهارت شبکه سازی، تفکر سیستمی، تفکر راهبردی و آینده نگر، سرآمدی علمی، شهرت، قابلیت مدیریت ذینفعان، شجاعت تصمیم گیری، تحول مداری، جاه طلبی سازمانی، تجربه مدیریتی، انضباط و قانون مداری، شخصیت یادگیرنده و میل به رهبری.

کلیدواژه‌ها

عنوان مقاله [English]

Identification of Factors Influencing the Formation of Leadership Capital in Academic Environments: Application of Fuzzy dematel

نویسندگان [English]

  • Mohammad Ragh 1
  • Reza Sepahvand 2
  • Amirhoshangh Nazarpoori 3
  • Seyed Najmedin Mousavi 3
1 PhD Student, Department of Management, University of lorestan, Khorammabad, Lorestan, Iran
2 Professor, Department of Management, University of lorestan, Khorammabad, Lorestan, Iran
3 Assosiated Professor, Department of Management, University of lorestan, Khorammabad, Lorestan, Iran
چکیده [English]

Extended abstract
Abstract
The purpose of this study is to model the critical factors affecting the formation of leadership capital in academic environments using fuzzy dematel technique. The present research is an exploratory blended research.
In this research, theoretical discussions and possible factors and effective components influencing the capital of leadership in universities extracted through library study, referring to Persian and Latin papers and interviews with experts, including top university executives and decision makers in the field of higher education.
The main instruments for collecting information in this research, are interview and questionnaire. To investigate the factors influencing leadership capital in universities, the dematel method has been used.The sampling method was purposeful in this research and the sampling continued to reach the adequacy of the data. The sample size in this study was 48.
The results of the research show that the components of leadership capital in universities, based on the rate of impact, respectively are: Networking Skills, System Thinking, Strategic and Futuristic Thinking, Academic Excellence, Fame, Management Capability, Stakeholders, braveness in Decision, Orbital oriented, Organizational ambitions, Management experience, Discipline and law-order, Learner character and Leadership.
Introduction
The purpose of this study is to answer the following questions:
RQ1: What are the factors influencing the formation of leadership capital in academic settings?
RQ2: What is the relative importance of these factors?
RQ3: What factors have the highest priority in forming leadership capital in academic settings?
Case study
In this study, theoretical issues and possible effective factors on the capital leadership in universities through library studies and referring to Persian and Latin articles and interviews with experts, including managers of top universities in Tehran province and decision-making officials in the field of higher education, effective components on leadership capital extracted.
Materials and Methodology
 The present study is a mixed exploratory research. The main tools for gathering information in this research are interviews and questionnaires. Dimtel's method has been used to investigate the factors influencing leadership capital in universities. The sampling method in this study was targeted and sampling continued until sufficient data were obtained.
Discussion and Results
 In this study, with a thorough study of leadership literature, a complete set of factors affecting leadership capital in universities was collected. Finally, among the 15 factors influencing the formation of leadership capital in academic environments, 13 effective factors were identified using the experience of experts in the management and leadership of universities.
Conclusion
 Factors affecting the formation of leadership capital in this research include: discipline and rule of law, systemic thinking, scientific excellence, fame, decision-making courage, stakeholder management capability, orbital transformation, networking skills, strategic and forward-looking thinking, managerial experience, Organizational ambition, learning personality and leadership desire.

کلیدواژه‌ها [English]

  • Keyword: Leadership
  • Leadership Capital
  • Dematel Fuzzy

مراجع

1-Airola, D., Bengtson, E., A. Davis, D., & K. Peer, D. (2014). Principals’ sense of efficacy: the influence of the Arkansas Leadership Academy. Journal of Educational Administration, 52(6), 754–774.
2-Anand, S., Vidyarthi, P., &Rolnicki, S. (2018). Leader-member exchange and organizational citizenship behaviors: Contextual effects of leader power distance and group task interdependence. The Leadership Quarterly, 29(4), 489–500. 
3-Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.
4-Bass, B. M. (1995). From transactional to transformational leadership: learning to share the vision. Organ. Dyn. 18, 19–31.
5-Bates, R. (2010). Esthetics, Educational Leadership and Management. International Encyclopedia of Education, 783–789. doi:10.1016/b978-0-08-044894-7.01059-9 
6-Battilana, J., Gilmartin, M., Sengul, M., Pache, A.-C., & Alexander, J. A. (2010). Leadership competencies for implementing planned organizational change. The Leadership Quarterly, 21(3), 422–438.
7-Berman, A. (2015). Academic Leadership Development: A Case Study. Journal of Professional Nursing, 31(4), 298–304.
8-Boal, K. B., & Schultz, P. L. (2007). Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems. Leadership Quarterly, 18(4), 411-428.
9-Bolden, R. (2011) Distributed Leadership in Organizations: A Review of Theory and Research. International Journal of Management Reviews, 13, 251-269.
10-Campion, M. A., Fink, A. A., Ruggeberg, B. J., Carr, L., Phillips, G. A., &Odman, R. B. (2011). Doing competencies well: Best practices in competency modeling. Personnel Psychology, 64, 225-262.
11-Chapman, A. L., Johnson, D., &Kilner, K. (2014). Leadership styles used by senior medical leaders. Leadership in Health Services, 27(4), 283–298.
12-Chen, G., Sharma, P.N., Edinger, S., Shapiro, D. and Farh, J. (2011), “Motivating and demotivating forces in teams: cross-level influence of empowering leadership and relationship conflict”, Journal of Applied Psychology, Vol. 96, pp. 541-57.
13-Clarke, S. (2015). School leadership in turbulent times and the value of negative capability. Professional Development in Education, 42(1), 5–18.
14-Cook, A. (Sasha), Zill, A., & Meyer, B. (2019). Observing leadership as behavior in teams and herds – An ethological approach to shared leadership research. The Leadership Quarterly. 
15-Da Silva, F. P., Jerónimo, H. M., & Vieira, P. R. (2019). Leadership competencies revisited: A causal configuration analysis of success in the requirements phase of information systems projects. Journal of Business Research.
16-Daniëls, E., Hondeghem, A., Dochy, F. (2019). A review on leadership and leadership development in educational settings, Educational Research Review, https://doi.org/10.1016/ j.edurev.2019.02.003.
17-Day, D. V., & Dragoni, L. (2015). Leadership Development: An Outcome-Oriented Review Based on Time and Levels of Analyses. Annual Review of Organizational Psychology and Organizational Behavior, 2, 133-156.
18-Derue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta-analytic test of their relative validity. Personnel Psychology, 64(1), 7-52.
19-Devos.G,   Buelens.M,  Bouckenooghe.D.(2007). Contribution of content, context, and process to understanding openness to organizational change: two experimental simulation studies. J Soc Psychol. 147(6):607-630.
20-Donnelly, G. (2017, June 7). Only 3% of fortune 500 companies share full diversity data. Fortune. Retrieved from http://fortune.com/2017/06/07/fortune-500-diversity/.
21-Dorothy B. Nkhata, (2013) "Global Perspectives on Educational Leadership Reform: The Development and Preparation of Leaders of Learning and Learners of Leadership", Journal of Educational Administration, Vol. 51 Issue: 2, pp.232-235,
22-Feng, T., Wang, D.,Lawton, A., Luo, B. N.(2019). Customer orientation and firm performance: The joint moderating effects of ethical leadership and competitive intensity,Journal of Business Research 100 (2019) 111–121
23-Gigliotti, R. A. (2017). An exploratory study of academic leadership education within the Association of American Universities. Journal of Applied Research in Higher Education, 9(2), 196–210.
24-Graen, G. B., and Uhl-Bien, M. (1995). Relationship-based approach to leadership: development of LMX theory of leadership over 25 years: applying a multi-level, multi-domain perspective. Leadersh. Q. 6, 219–247. 
25-Griffith, J. A., Baur, J. E., & Buckley, M. R. (2018). Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development. Human Resource Management Review.
26-Grissom, J. & Loeb, S. (2011). Triangulating Principal Effectiveness. American Educational Research Journal, 48(5), 1091-1123
27-Hallinger, P. (2011). Leadership for learning: lessons from 40 years of empirical research. Journal of Educational Administration, 49(2), 125-142.
28-Hannah, S. T., &Avolio, B. J. (2010). Moral potency: Building the capacity for character-based leadership. Consulting Psychology Journal, 62, 291–310.
29-Heck, R. &Hallinger, P. (2010). Testing a longitudinal model of distributed leadership effects on school improvement. The Leadership Quarterly, 21, 867-885.
30-Hollenbeck, G. P., McCall, M. W., & Silzer, R. F. (2006). Leadership competency models. The Leadership Quarterly, 17, 398– 413.

31-Huertas-Valdiviaa.I, Gallego-Burínb.A, Lloréns-Montes.J.(2019). Effects of different leadership styles on hospitality workers. Tourism Management.71.402-420.

32-Jantti, M., &Greenhalgh, N. (2012). Leadership competencies: a reference point for development and evaluation. Library Management, 33(6/7), 421–428.
33-Kwok, N., Hanig, S., Brown, D. J., & Shen, W. (2018). How leader role identity influences the process of leader emergence: A social network analysis. The Leadership Quarterly.
34-Li, Y., Tan, C.-H., &Teo, H.-H. (2012). Leadership characteristics and developers’ motivation in open source software development. Information & Management, 49(5), 257–267.
35-Lin, R. Using fuzzy DEMATEL to evaluate the green supply chain management practices. J. Clean. Prod. 2013, 40, 32–39
36-Lokkesmoe, Karen Jane. (2009). A grounded theory study of effective global leadership development strategies: perspectives from Brazil, India, and Nigeria.. Retrieved from the University of Minnesota Digital Conservancy, http://hdl.handle.net/11299/54583.
37-McCauley, C. D., Kanaga, K., & Lafferty, K. (2010). Leader development systems. InE.VanVelsor, C. D. McCauley, & M. N. Ruderman (Eds.). Handbook of leadership development (pp. 29–61). (3rd ed.). San Francisco, CA: Jossey-Bass.
38-Mendenhall, M. E., Weber, T. J., ArnaArnardottir, A., &Oddou, G. R. (2017). Developing Global Leadership Competencies: A Process Model. Advances in Global Leadership, 117–146.
39-Michel, J. S., &LeBreton, J. M. (2011). Leadership coherence: An application of personality coherence theory to the study of leadership. Personality and Individual Differences, 50(5), 688–694.
40-Mills.J, Platts. K, Bourne.M (2003) . Implementing performance measurement systems: a literature review. Int. J. Business Performance Management.5(1).48-62.
41-Mooijman, M., van Dijk, W. W., van Dijk, E., &Ellemers, N. (2019). Leader power, power stability, and interpersonal trust. Organizational Behavior and Human Decision Processes, 152, 1–10.
42-Mumford, M. D.; S. J., Zaccaro.; F. D.Harding. ; T. O. Jacobs. & E. A.  Fleishman. (2014) Leadership skills for a changing world: Solving complex social problems, Leadership Quarterly, 11: pp1135.
43-Mumford, T., Campion, M., & Morgeson, F. (2007). The Leadership Skills Strataplex: Leadership Skill Requirements across Organizational Levels. Leadership Quarterly, 18, 154-166.
44-Murphy, D., )2013(. Professional school leadership. Dealing with dilemmas. Edinburgh: Dunedin Academic Press.
45-Nichols, A. L. (2016). What do people desire in their leaders? The effect of leadership experience on desired leadership traits. Leadership & Organization Development Journal, 37(5), 658–671.
46-Pitelis, C. N., & Wagner, J. D. (2018). Strategic shared leadership and organizational dynamic capabilities. The Leadership Quarterly.30(2) ,15-34.
47-Podsakoff, P. M., &Podsakoff, N. P. (2018). Experimental designs in management and leadership research: Strengths, limitations, and recommendations for improving publishability. The Leadership Quarterly.
48-Raley, J., Meenakshi, R., Dent, D., Willis, R., Lawson, K., &Duzinski, S. (2017). The Role of Communication During Trauma Activations: Investigating the Need for Team and Leader Communication Training. Journal of Surgical Education, 74(1), 173–179. 
49-Schreuder, J.A.H., Roelen, C.A.M., Van Zweeden, N.F., Jongsman, D., Van der Klink, J.J. and Groothoff, J.W. (2011), “Leadership effectiveness and recorded sickness absence among nursing staff: a cross-sectional pilot study”, Journal of Nursing in Management, Vol. 19 No.5,pp.585-595.
50-Shum, C., Gatling, A., & Shoemaker, S. (2018). A model of hospitality leadership competency for frontline and director-level managers: Which competencies matter more? International Journal of Hospitality Management, 74, 57–66.
51-Sisson, L.G. & Adams, A.R. (2013). Essential hospitality management competencies: The importance of soft skills. Journal of Hospitality and Tourism Education, 25(3), 131-145.
52-Stanford Center for Teaching and Learning (2015). Tomorrow’s professor msg. #1220: What is educational leadership? Retrieved from http://cgi.stanford.edu/~dept-ctl/tomprof/ postings.php.
53-Subramony, M., Segers, J., Chadwick, C., &Shyamsunder, A. (2018). Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital. Journal of Business Research, 83, 120–129.
54-Testa, M. R., & Sipe, L. (2012). Service-Leadership Competencies for Hospitality and Tourism Management. International Journal of Hospitality Management, 31, 648-658.
55-Van Vugt, M., Hogan, R., and Kaiser, R. (2008). Leadership, followership, and evolution: some lessons from the past. Am. Psychol. 63, 182–196. 
56-Vecchiato, R. (2015), Strategic planning and organizational flexibility in turbulent environments", Foresight, Vol. 17 No. 3, pp. 257-273. 
57-Yue.L, Men.R, Ferguson, A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public Relations Review.45(3).18-32.
پژوهش های مدیریت عمومی
دوره 13، شماره 48 - شماره پیاپی 48
(پژوهشی)
شهریور 1399
صفحه 193-215

فایل ها

هم رسانی

ارجاع به این مقاله

آمار