Documente Academic
Documente Profesional
Documente Cultură
29 DE NOVIEMBRE DE 2017
Leadership, teams, and collaborative groups its relationship with job
satisfaction
Job satisfaction has become in recent years a concept popular in different fields of
research. This is due to that job satisfaction is related to a large number of variables
of importance in the life of those who are part of an organization such as: productivity
and performance, stress, burnout, absenteeism and rotation among others (Luthans,
()) 2002; Robbins, 1998; Spector 1997). Martinez Caraballo (2007) says that "the
current interest in the management of job satisfaction is powered by two factors: the
desire to correct the business management of the last period, unilaterally focused
on efficiency and flexibility, and want to respond to" the new demand of the labour
market. Both factors lead to conceive a new logic at work"(Martnez Caraballo, 2007,
p. 86). On the other hand, an international study prepared by consultants in human
resources management "Group" based on interviews with workers, area
management, administrative and professional, in the year 2001 revealed that the
style of the leader has a 70% impact on the satisfaction of employees (Martinez
Caraballo, 2007).
However, Yukl (2002) proposes that there is some difficulty in finding a causal link
or relationship between leadership and job satisfaction due to the difficulty of
explaining and measure all the variables involved. However, the influence of leaders
on organizational outcomes such as satisfaction with work has proven to be
significant (Foong, 2001;) Pezeshki Rad, Golshiri Esfahani & Zamani Miandashti,
2008), but this relationship "must meet the needs of the moment and evaluate what
style/s is the most effective for that situation in particular "(block Peralta & Veloso
Besio, 2007). The relationship has been investigated follower and its influence on
job satisfaction (Golden & Veiga, 2008) and it has been shown that the confidence
of the fans towards the leader is positively related to that variable.
Methodology
For this study, was carried out a selection, description and analysis of the
documentary corpus of works of research on job satisfaction published between the
years 2000 and 2010. Therefore proceeded to an exploratory Web search in the
search engine Google Scholar (http://scholar.google.com.ar) and the SciELO
database, using the words "job satisfaction" as well as homonyms as search criteria
in English "job satisfaction" and "work satisfaction" in the title of articles published
during the period already given. The same approach was used in the search using
WilsonWeb, EbscoHost, and OvidSP databases. The selection of articles, which are
part of this work, was done by reading each of these summaries and analysis unit
was constituted by each of them that met the following criteria:
Inclusion criteria : The limits established in the process of searching for articles
refer only to the year of publication (2000-2010) and each pair of words from search
(3 pairs, 6 words). Other limits are not set. To proceed with the investigation of the
articles they wrote each pair of search words and the results were filtered according
to the period of publication, thus obtaining comprehensive items that were
downloaded in published format or references (author, (title, journal, year of
publication) and the summary of each of the investigations, which were recorded in
text format. The selected articles were those who possessed the pairs of words
mentioned in the title of the article and the results analyzed or obtained relationship
between job satisfaction and other constructs. We included papers published in
Journals with peer-reviewed both virtually and in printed publications, originally
written in (or translated to the) English and/or Spanish. The constructs or measuring
instruments were referred to preceding the mentioned bibliography, is resorted to
them with the aim of further information in relation to the scanned article.
Exclusion criteria : We excluded those works which could not be reached on the
full texts for economic reasons or for access to the databases consulted. Also those
who did not belong specifically to the area of interest of the organizational
psychology, preferring the reported in journals with higher impact factor and/or those
published with more current date and further description and references were
discarded theory of concepts and instruments used.
Criteria of elimination : Were discarded those works only to assessing the job
satisfaction in a given population. Deleted repeated articles which are identified with
different search words and works of replication of results or which obtained similar
results using the same methodology and/or instrument on the same type of
population of others already chosen work. Once applied different criteria sample was
comprised of 388 works of the initial corpus.
There are hundreds of works (Yukl, 2002) who studied the relationship between job
satisfaction and classical styles of leadership. However, most have not been
conclusive or give inconsistent results (Adler & Reid, 2008). For example, the work
of Chen and Baron (2006) found that style laissez-faire was associated negatively
with the job satisfaction, although they themselves write that the results obtained are
not enough to explain the variations of the level of job satisfaction. Something similar
happens with the work of Sellgren, Ekvall, and Tomson (2008) who found
relationships between job satisfaction and leadership behaviors, but found no
difference between those task-oriented and the targeted persons or to the changes.
The only consistent finding is that employees are more satisfied with their work when
the leader is considered moderately (Yukl, 2002).
The leaders who exert this type of leadership when they challenge the status quo,
inspire a shared vision, train and enable others to act, serve as a model for action
and encourage to act, also promote satisfaction (Gaertner, 2000;) Villalba Moreno,
2001). On the other hand, Jaskyte (2003) found that orientation to production, as a
component of transformational leadership behavior is positively related to job
satisfaction. Scholars investigating the relationship between these two constructs,
have also discovered that, in certain situations, the leader may be unnecessary
(Jernigan & Beggs, 2010). This relationship between transformational leadership
and satisfaction can be moderated by the presence of neutralizer (such as vocational
guidance) or substitutes for the leadership of great magnitude, as group cohesion,
or tasks inherently satisfactory (Jernigan & Beggs, 2010;) Yusof & Mohd Shah,
2008).
The substitutes for leadership theory says that the leadership is effective in the
absence of substitutes acting "instead of" the leader (Kerr & Jermier, 1978). The
substitutes are those situational variables that weaken the leadership and are related
to the analyzed criteria (job satisfaction in this case). In other words, the presence
of substitute increases satisfaction with work and weakens the influence of the
leader. While neutralizers, as situational variable, influence the response of the
subordinates in relation to the leader but the variable itself is not related to job
satisfaction, in this way a neutralizer returns to leadership transformational
ineffective to increase satisfaction at work (Yusof & Mohd Shah, 2008).
Beyond the elected leadership model, several works have tried the perception of
employees about the behavior of the leader (Jaskyte, 2003), the direction or the
hierarchical link and its relationship with job satisfaction (Robles Garcia et al the.,)
2005); But what mostly has investigated in this respect is the influence of the
leadership of supervisors about their satisfaction with the work of employees (Eklund
& Hallberg, 2000;) Traut, Larsen & Feimer, 2000). Investigations have shown that
the quality of the relationship between supervisor and employee is positively related
to the job satisfaction (Garland & McCarty, 2009;) Hyrkas, Appelqvist-Schmidlechner
& Haataja, 2006; Stringer, 2006). Within supervision models specifically related to
tasks and investigated in relation to job satisfaction, the model that stands out is the
SWA. This model is based on three characteristics extracted from the work: a)
mutual agreement with the objectives of supervision, b) specific tasks related to
monitoring, c) the development of benefits through bonds between supervisor and
supervised; and when he is seen in a positive way, increases job satisfaction
(Ramos-sanchez et al., 2002).
Revised research only found a study that relates in a statistically significant way to
job satisfaction with teamwork in a government institution. According to these
authors (Newmark, Koehler & Philippe, 2008) groups teams are done when they
develop a sense of shared commitment and struggle to achieve synergy among its
members. Contrary to the hypothesis of the authors, it was found that employees
working alone had significantly higher levels of satisfaction than those who worked
in the team. These authors justify this result because of the difficulty of the
organizations to form work teams and suggest that there is the probability that the
teamwork job dissatisfaction. Other (Wilson & Crowe, 2008) found that participating
in a team is satisfactory, but if members do not share certain values the relationship
with job satisfaction becomes negative. Although in some cases, as the workers of
institutions of treatments in the long term, work in a team environment is related to
positive job satisfaction (Kinjerski & Skrypnek, 2008;) Moyle, Skinner, Rowe & Gork,
2003). While the analysis made by Mohr and Zoghi (2008) in a service organization
of health also showed positive results. On the other hand, the results obtained by
McIntyre, Bartle, Landis and Dansby (2002) suggest that the perception of
effectiveness of the Working Group also relates positively to job satisfaction.
In another work, Yi-Feng (2009) to study the behaviors of interaction of the working
groups, found positive relationships with job satisfaction, for this author, the Working
Group is a group of task sharing a purpose, objective, value and common interest,
where the roles are interdependent, and complementary skills. In another study the
interdependence was positively related to job satisfaction (Su-Fen & Hsiao-Lan,
2005). However, this study as well as Yukl (2002), recognized that this kind of
behaviour on their own do not affect job satisfaction, but that they should be
incorporated into the transformational leadership; Although other authors (Jernigan
& Beggs, 2010;) Yusof & Mohd Shah, 2008) showed that elements such as group
cohesion can replace the leader in relation to job satisfaction, and Walsh, Matthews,
Tuller, Parks and McDonald (2010) and Steinhardt, Dolbier, Gottlieb and McCalister,
(2003) showed that the cohesion has a significant positive relationship with the job
satisfaction. According to Roman (2001), successful relationships between
coworkers are directly associated with the job satisfaction; and Miguel and Soeken
(2007) found, to perform a meta-analysis, which the medico-enfermero collaboration
was the only variable positive whose relationship with job satisfaction remained
homogeneous throughout the various studies.
In another study, Cox (2003) investigated the relationship between conflict
intrapersonal, intragroup, and Intergroup to finding that intrapersonal and intragroup
conflicts were negatively related to satisfaction with work, while the inter-group
conflicts did not have significant relations with the construct.
The results also indicate that intragroup conflict increases the effect of the
intrapersonal conflict on job satisfaction. This author found that the team's
performance is positively related to the job satisfaction; being these consistent
results with those obtained by Kunaviktikul, Nuntasupawat, Srisuphan and Booth
(2000) that employees who experience high levels of conflict, have low levels of job
satisfaction. It has also been shown that the style of integration which involves high
levels of concern for self-interest and that of the other party at the time of the
resolution of interpersonal conflicts, according to Rahim and Bonoma (at Tabak &
Orit, 2007), is the most is related to satisfaction with work (Tabak & Orit, 2007).
A group technique that has been shown to interact with job satisfaction, is that of
Balint groups, meetings of these group members spontaneously describes
encounters with patients and the Group discusses about these meetings, focusing
on the history and the passions aroused, to facilitate new ways of understanding the
relationship doctor - patient (Johnson, Nease, Milberg & Addison, 2004). In this
sense, a descriptivo-cualitativo study Dorte and Inger (2008) revealed that
participation in these groups increased satisfaction, although they acknowledge that
this method is not applicable to all employees.
Discussion
The literature review shows that recent investigations have changed the axis of
analysis of leadership styles to focus its attention on those actions that the leader
that achieves its objectives and at the same time generates satisfaction carried out
working on his followers. These investigations have found relationships between
leadership strategy adjustment and the followers regulatory styles, particularly if the
leader inspires confidence and has a transformational leadership style, stressing the
importance of This type of leadership on the behavior of the working groups. For all
this, and considering that there are few investigations in Latin America that it is
necessary to evaluate the strategies of management and resolution of conflicts that
are used in our organizations. This article provides some references for the review
and analysis of behavior within organizations, because it links two of the main
dynamics of the Organization, the follower relationship and the working groups with
job satisfaction. For example, in the revised research also found that tasks inherently
very satisfactory can remove her importance to the influence of leadership on job
satisfaction. Even it has been shown that factors such as efficiency and group
cohesion have so much value in today organizations that may even overshadow the
influence of the factor leadership in job satisfaction (Jernigan & Beggs, 2010;) Yusof
& Mohd Shah, 2008)
On the other hand, beyond exerted leadership in the work highlights the significant
influence of the good relationship between leaders, mentors and supervisors with
employees (including the analysis of specific theories as the LMX or method SWA);
What is striking, since unlike the transactional leadership that is guided by the
premise that there are subordinates to the leader, that these efforts are rewarded by
the leader (Stringer, 2006) and that who exert this type leadership tend to be
characterised by be charismatic (Yammarino & Dubinsky, 1994) theories as the LMX
can be applied to any style of leadership (Stringer, 2006) and positively related to
job satisfaction. Therefore considered that this work presents the relationship
between some constructs that would be interesting to delve into our countries, given
the lack of empirical papers related to the topic specified.
Liderazgo, equipos y grupos de trabajo su relacin con la satisfaccin
laboral
Metodologa
Para este estudio, se realiz una seleccin, descripcin y anlisis del corpus
documental de trabajos de investigacin realizados sobre satisfaccin laboral
publicados entre los aos 2000 y 2010. Para ello, se procedi a una bsqueda
exploratoria por internet en el buscador Google Acadmico (http://scholar.google.
com.ar) y en la base de datos SciELO, utilizando como criterio de bsqueda las
palabras satisfaccin laboral adems de los homnimos en ingls job satisfaction
y work satisfaction en el ttulo de trabajos publicados durante el periodo ya
indicado. Se utiliz el mismo criterio en la bsqueda utilizando las bases de datos
WilsonWeb, EbscoHost y OvidSP. La seleccin de los artculos, que forman parte
de este trabajo, se hizo mediante la lectura de cada uno de los resmenes de los
mismos y la unidad de anlisis estuvo constituida por cada uno de ellos que cumpli
con los siguientes criterios: Criterios de inclusin: Los lmites establecidos en el
proceso de bsqueda de los artculos se refieren nicamente al ao de publicacin
(2000-2010) y a cada par de palabras de bsqueda (3 pares, 6 palabras). No se
establecieron otros lmites. Para proceder a la indagacin de los artculos se escribi
cada par de palabras de bsqueda y los resultados se filtraron segn el perodo de
publicacin, obteniendo as los artculos completos que fueron descargados en el
formato publicado o las referencias (autor, ttulo, revista, ao de publicacin) y el
resumen de cada una de las investigaciones, que fueron grabados en formato de
texto. Los artculos seleccionados fueron aquellos que posean en el ttulo del
artculo los pares de palabras mencionados y cuyos resultados analizaron u
obtuvieron relaciones entre la Satisfaccin laboral y otros constructos. Se incluyeron
los trabajos publicados en Journals con referato tanto en forma virtual como en
publicaciones impresas, escritos originalmente en (o traducidos al) ingls y/o
castellano. En el caso de los constructos o instrumentos de medicin que fueran
referidos a bibliografa anterior al periodo mencionado, se recurri a ellos con el
objetivo de ampliar la informacin en relacin con el artculo analizado. Criterios de
exclusin: Se excluyeron aquellos trabajos a los cuales no se pudo acceder a los
textos completos por razones econmicas o de acceso a las bases de datos
consultadas. Tambin se descartaron aquellos que no pertenecan especficamente
al rea de inters de la psicologa organizacional, prefiriendo los divulgados en
revistas con mayor factor de impacto y/o aquellos publicados con fecha ms actual
y con mayor descripcin y referencias tericas de los conceptos e instrumentos
utilizados. Criterios de eliminacin: Se descartaron aquellos trabajos que solo
evaluaban la Satisfaccin laboral en una determinada poblacin. Se eliminaron los
artculos repetidos que se identificaron con diferentes palabras de bsqueda y los
trabajos de replicacin de resultados o que obtuvieron resultados similares
utilizando la misma metodologa y/o instrumento en el mismo tipo de poblacin de
otros trabajos ya escogidos. Una vez aplicados los distintos criterios la muestra
quedo conformada por 388 trabajos del corpus inicial.
ineficaz para incrementar la satisfaccin en el trabajo (Yusof & Mohd Shah, 2008).
Resulta importante destacar que tambin se han realizado investigaciones sobre la
relacin entre el modo de orientacin regulatoria de las personas, la estrategia de
influencia social y la satisfaccin laboral. De estos estudios se concluye que la
satisfaccin de los empleados ser ms alta si las estrategias de influencia
utilizadas por el lder encajan en (se ajustan con) el estilo regulatorio de los
seguidores (Kruglanski, Pierro & Higgins, 2007). Por ejemplo, los individuos con
preocupaciones de locomocin fuertes quieren tomar medidas, comenzar rpido
con las tareas, an si esto significa no considerar todas las opciones, esta clase de
individuos encajan con aqullos que utilizan para influenciar estrategias de forzar
(forcefull) cuya naturaleza es exigente, directiva y coercitiva pero manteniendo un
tono neutro en lo que concierne a cuestiones polticas o evaluativas (liderazgo
autocrtico). Asimismo, se ha encontrado que las diferencias entre el estilo de
liderazgo esperado y el que realmente se practica influye negativamente sobre la
satisfaccin laboral (Elpers & Westhuis, 2008). Otro modelo de liderazgo que ha
sido investigado en relacin con la satisfaccin laboral, es la teora LMX (Leader-
Member Exchange) que se basa en la relacin de intercambio social entre lder y
seguidor o de los beneficios psicolgicos obtenidos como confianza, apoyo,
consideracin y estima (Erdogan & Enders, 2007; Schyns & Croon, 2006; Stringer,
2006). La relacin positiva entre LMX y la satisfaccin laboral aumenta si se percibe
apoyo organizacional (Erdogan & Enders, 2007).
Ms all del modelo de liderazgo elegido, varios trabajos han tratado la percepcin
de los empleados sobre el comportamiento del lder (Jaskyte, 2003), el de la
direccin o del vnculo jerrquico y su relacin con la satisfaccin laboral (Robles
Garcia et al., 2005); pero lo que mayormente se ha indagado al respecto es la
influencia del liderazgo de los supervisores sobre la satisfaccin con el trabajo de
los empleados (Eklund & Hallberg, 2000; Traut, Larsen & Feimer, 2000). Las
investigaciones han demostrado que la calidad de la relacin entre supervisor y
empleado est relacionada positivamente con la satisfaccin con el trabajo (Garland
& McCarty, 2009; Hyrkas, Appelqvist-Schmidlechner & Haataja, 2006; Stringer,
2006). Dentro de los modelos de supervisin relacionados especficamente con las
tareas e investigado en relacin con la satisfaccin laboral, el modelo que destaca
es el SWA. Este modelo se basa en tres caractersticas extradas del trabajo: a)
acuerdo mutuo con los objetivos de supervisin, b) tareas especficas relacionadas
con la supervisin, c) el desarrollo de beneficios mediante bonos entre supervisor y
supervisado; y cuando es visto de forma positiva, eleva la satisfaccin laboral
(Ramos-Snchez et al., 2002).
Discusin
Adler R. & Reid J. (2008). The effects of leadership styles and budget participation
on job satisfaction and job performance. Asia-Pacific Management Accounting
Journal
Dorte, K. & Inger, H. (2008). Balint Groups as a Means to Increase Job Satisfaction
and Prevent Burnout Among General Practitioners.
Eklund, M. & Hallberg, I. (2000). Factors influencing job satisfaction among Swedish
occupational therapists in psychiatric care. Scandinavian Journal of Caring Sciences
Elpers, K. & Westhuis, D. (2008). Organizational leadership and its impact on social
workers job satisfaction: a national study. Administration in Social Work.
Johnson, A., Nease D., Milberg L. & Addison R. (2004). Essential characteristics of
effective Balint group leadership.
Kouzes, M. & Posner, Z. (1993). El Desafo del Liderazgo. Granica, Buenos Aires.
Mohr, R. & Zoghi, C. (2008). High-Involvement Work Design And Job Satisfaction.
Industrial & Labor Relations Review.
Moyle, W., Skinner, J., Rowe, G. & Gork, C. (2003). Views of job satisfaction and
dissatisfaction in Australian long-term care.
Newmark, L., Koehler, J. & Philippe, T. (2008). Effects of work teams on job
satisfaction. International Journal of Business Research.
Ramos-Snchez, L., Esnil, E., Goodwin, A., Riggs, S., Touster, L., Wright, L. et al.
(2002). Negative supervisory events: Effects on supervision satisfaction and
supervisory alliance. Professional Psychology: Research and Practice.
Shieh, H., Mills, M.& Waltz, C. (2001). Academic leadership style predictors for
nursing faculty job satisfaction in Taiwan. Journal of Nursing Education.
Spector, P. (1997). Job Satisfaction: Application, Assessment, Cause and
Consequences. Nueva York: Harper & Row.
Steinhardt, M., Dolbier, C., Gottlieb, N. & McCalister, K. (2003). The relationship
between hardiness, supervisor support, group cohesion and job stress as predictors
of job satisfaction. American Journal Health Promotion.
Tabak, N. & Orit, K. (2007). Relationship between how nurses resolve their conflicts
with doctors, their stress and job satisfaction.
Walsh, B., Matthews, R., Tuller, M., Parks, K. & McDonald, D. (2010). A Multilevel
Model of the Effects of Equal Opportunity Climate on Job Satisfaction in the Military.
Journal of Occupational Health Psychology.