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LEADERSHIP, TEAMS, AND COLLABORATIVE GROUPS

ITS RELATIONSHIP WITH JOB SATISFACTION


Liderazgo, equipos y grupos de trabajo su relacin con la satisfaccin
laboral

29 DE NOVIEMBRE DE 2017
Leadership, teams, and collaborative groups its relationship with job
satisfaction

Results obtained from a literature review of scientific articles related to job


satisfaction published between the years 2000 and 2010, are presented. Findings of
research studies analyzed indicate the relationship between leadership, some
aspects of the supervision, groups, teams and its influence on job satisfaction. The
revised bibliography noted mainly the positive relationship between transformational
leadership and the SWA model of supervision on job satisfaction. Also the
importance of the influence of certain aspects such as the efficacy group, group
cohesion and the need to share values for group work be more satisfying than
individual work. Keywords: job satisfaction, leadership, workgroups, job.

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.

Types of leadership and job satisfaction

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).

It is considered that in most of the research reviewed on leadership and job


satisfaction changed the approach based on the characteristics of the leader or the
search for answers to the question "How is the leader?" to another based on
behavior appropriate to direct subordinates (Bass, 1981). Bass (1981) and Kouzes
and Posner (1993) are the authors most cited, since they have identified specific
behaviors that leaders should exhibit in order to influence its people and these
behaviors can be measured and quantified. Some applications of this approach are
the assessments that are made on the "mentoring" programs, which have shown to
improve job satisfaction particularly recognized for its modelling of the role (Rhay-
Hung et al the. 2010;) Selzer, 2008).

Revised research shows that leaders influencing positive attitudes of employees


(Villalba Moreno, 2001) and those who wield the transformational leadership
improve the job satisfaction of his followers (to the Al Hussami, 2008;) Block Peralta
& Veloso Besio, 2007; Emery & Barker, 2007 Judge, Piccolo & Ilies, 2004; Shieh,
Mills & Waltz, 2001; Yi - Feng, 2009). These leaders are those that change the basic
values, beliefs, and attitudes of fans with the final result to inspire them to achieve
higher goals and perform work beyond the minimum levels specified by the
Organization) Bass, 1981).

Transformational leadership is defined as a process of behavioral comprised of three


factors: charisma and intellectual stimulation individualized consideration of the
needs of the followers (Bass & Avolio, 1987), being the stimulation intellectual which
is significantly correlated with job satisfaction (Emery & Barker, 2007) Although other
factors have also shown positive relationships with this (block Peralta & Veloso
Besio, 2007). At this point it should be noted the following characteristics to possess
this type of leaders: a) are innovative, dare to experiment with new and risky ways
of doing things and encourage others to do the same, b) are intuitive, imagine the
future and describe their ideas in a vivid way, involving others in alluding to their
values, interests, hopes and dreams, c) arouse confidence, share power, promote
teamwork and collaboration, which helps people to feel capable and (supported d)
are good examples to follow, in them there is no difference between what they
preach and his performance, e) support to his followers, encouraging them,
recognizing and celebrating their accomplishments (Kouses & Posner, 1993).

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).

It is important to note that research on the relationship between orientation people


regulatory mode, the strategy of social influence and job satisfaction have also been
made. From these studies it is concluded that employee satisfaction will be higher if
the strategies of influence used by leader fit in (conform with) style regulatory of the
followers (Kruglanski, Pierro & Higgins, 2007). For example, individuals with strong
concerns of locomotion want to take action, start fast with tasks, even if this means
not considering all the options, this class of individuals fit in with those who use to
influence strategies Force (forcefull) whose nature is demanding, directive and
coercive but maintaining a neutral tone in regards to political or evaluative issues
(autocratic leadership). Also found that the differences between the expected
leadership style and that is really practiced negatively influences job satisfaction
(Elpers & Westhuis, 2008).
Another model of leadership that has been investigated in relation to job satisfaction,
is the LMX (Leader-Member Exchange) theory which is based on the relationship
between leader and follower social exchange or psychological benefits as
confidence, support and consideration and esteem (Erdogan & Enders, 2007;)
Schyns & Croon, 2006; Stringer, 2006). The positive relationship between LMX and
job satisfaction increases if perceived organizational support (Erdogan & Enders,
2007).

Models of supervision and job satisfaction

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).

Teamwork and job satisfaction

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.

Working groups and 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

Se presenta los resultados obtenidos de una revisin bibliogrfica de artculos


cientficos relacionados con la satisfaccin laboral publicados entre los aos 2000 y
2010. En el mismo se presentan las conclusiones de distintas investigaciones que
sealan la relacin entre el liderazgo, algunos aspectos de la supervisin, los grupos
y equipos de trabajo, y su influencia sobre la Satisfaccin Laboral. La literatura
revisada seala principalmente una relacin positiva entre el liderazgo
transformacional y el modelo de supervisin SWA con la satisfaccin laboral.
Tambin la importancia de la influencia de ciertos aspectos grupales como la
eficacia, la cohesin grupal y la necesidad de compartir valores para que el trabajo
grupal sea ms satisfactorio que el trabajo individual. Palabras clave: satisfaccin
laboral, liderazgo, grupos, trabajo.

La satisfaccin laboral se ha convertido en los ltimos aos en un concepto popular


en distintos campos de investigacin. Esto se debe a que la Satisfaccin laboral
est relacionada con un gran nmero de variables de importancia en la vida de
quienes son parte de una organizacin como: la productividad y el rendimiento, el
estrs, el burnout, el ausentismo, la rotacin entre otros (Luthans, (2002; Robbins,
1998; Spector 1997). Martnez Caraballo (2007) afirma que el inters actual por la
gestin de la Satisfaccin laboral est alimentado por dos factores: el deseo de
corregir la gestin empresarial del ltimo periodo, enfocada unilateralmente a
eficacia y flexibilidad, y querer responder a la nueva demanda del mercado laboral.
Ambos factores llevan a concebir una nueva lgica en el trabajo (Martnez
Caraballo, 2007, p. 86). Por otra parte, un estudio internacional elaborado en el ao
2001 por la consultora en gestin de recursos humanos Hay Group basado en
entrevistas con trabajadores, rea gerencial, profesionales y administrativos, revel
que el estilo del lder tiene un 70% de impacto en la satisfaccin de los empleados
(Martnez Caraballo, 2007). Sin embargo, Yukl (2002) plantea que existe cierta
dificultad en encontrar causalidad o relaciones entre el liderazgo y la satisfaccin
laboral debido a la dificultad de explicar y medir todas las variables intervinientes.
No obstante, la influencia de los jefes sobre los resultados organizacionales como
la satisfaccin con el trabajo ha demostrado ser significativa (Foong, 2001; Pezeshki
Rad, Golshiri Esfahani & Zamani Miandashti, 2008), pero esta relacin debe
atender a las necesidades del momento y evaluar qu estilo/s es el ms eficaz para
esa situacin en especial (Cuadra Peralta & Veloso Besio, 2007). Tambin se ha
investigado la relacin lder-seguidor y su influencia sobre la satisfaccin laboral
(Golden & Veiga, 2008) y se ha demostrado que la confianza de los seguidores
hacia el lder se relaciona positivamente con dicha variable.

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.

Tipos de liderazgo y satisfaccin laboral

Existen cientos de trabajos (Yukl, 2002) que estudiaron la relacin entre la


satisfaccin laboral y los estilos clsicos de liderazgo. Sin embargo, la mayora no
han sido concluyentes o han dado resultados inconsistentes (Adler & Reid, 2008).
Por ejemplo, el trabajo de Chen y Baron (2006) encontr que el estilo laissez-faire
se relacionaba negativamente con la satisfaccin con el trabajo, aunque ellos
mismos escriben que los resultados obtenidos no alcanzan para explicar las
variaciones del nivel de Satisfaccin laboral. Algo similar ocurre con el trabajo de
Sellgren, Ekvall y Tomson (2008) quienes encontraron relaciones entre la
satisfaccin laboral y los comportamientos de liderazgo, pero no encontraron
diferencias entre aquellos orientados a la tarea y los
orientados a las personas o a los cambios. El nico hallazgo consistente es que los
empleados se encuentran ms satisfechos con su trabajo cuando el lder es
moderadamente considerado (Yukl, 2002). Es de considerar que en la mayora de
las investigaciones revisadas sobre liderazgo y satisfaccin laboral se ha cambiado
el enfoque del basado en las caractersticas del lder o la bsqueda de respuestas
a la pregunta cmo es el lder? a otro basado en las conductas apropiadas para
dirigir a los subordinados (Bass, 1981). Bass (1981) y Kouzes y Posner (1993) son
los autores ms citados, ya que han identificado conductas especficas que los
lderes deben exhibir para influenciar a su gente y estas conductas pueden ser
medidas y cuantificadas. Algunas aplicaciones de este enfoque son las
evaluaciones que se hacen sobre los programas de mentoring, los cuales han
demostrado mejorar la satisfaccin laboral particularmente por su funcin
modeladora del rol (Rhay-Hung et al. 2010; Selzer, 2008). Las investigaciones
revisadas muestran que los lderes que influyen en las actitudes positivas de los
empleados (Villalba Moreno, 2001) y aqullos que ejercen el liderazgo
transformacional mejoran la satisfaccin laboral de sus seguidores (Al Hussami,
2008; Cuadra Peralta & Veloso Besio, 2007; Emery & Barker, 2007 Judge, Piccolo
& Ilies, 2004; Shieh, Mills & Waltz, 2001; Yi-Feng, 2009). Este tipo de lderes son
aqullos que cambian los valores bsicos, creencias, y actitudes de los seguidores
con el resultado final de inspirarlos para conseguir objetivos ms altos y realizar el
trabajo ms all de los niveles mnimos especificados por la organizacin (Bass,
1981). El liderazgo transformacional es definido como un proceso comportamental
comprendido por tres factores: carisma, estimulacin intelectual y consideracin
individualizada de las necesidades de los seguidores (Bass & Avolio, 1987), siendo
la estimulacin intelectual la que se correlaciona significativamente con la
satisfaccin laboral (Emery & Barker, 2007) aunque los otros factores tambin han
demostrado relaciones positivas con esta (Cuadra Peralta & Veloso Besio, 2007).
En este punto cabe sealar que este tipo de lderes poseen las siguientes
caractersticas: a) son innovadores, se atreven a experimentar con nuevas y
arriesgadas formas de hacer las cosas y alientan a otros a hacer lo mismo, b) son
intuitivos, imaginan el futuro y describen sus ideas de manera vvida, involucrando
a otros en ellas haciendo alusin a sus valores, intereses, esperanzas y sueos, c)
despiertan confianza, comparten el poder, promueven el trabajo en equipo y la
colaboracin, lo cual ayuda a las personas a sentirse capaces y apoyadas d) son
buenos ejemplos a seguir, en ellos no existe diferencia entre lo que predican y su
actuacin, e) apoyan a sus seguidores, animndolos, reconociendo y celebrando
sus logros (Kouses & Posner, 1993). Los lderes que ejercen este tipo de liderazgo
cuando retan el statu quo, inspiran una visin compartida, capacitan y habilitan a los
dems para actuar, sirven como modelo de actuacin y animan a actuar, tambin
promueven la satisfaccin (Gaertner, 2000; Villalba Moreno, 2001). Por otra parte,
Jaskyte (2003) encontr que la orientacin a la produccin, como componente del
comportamiento del liderazgo transformacional se relaciona positivamente con la
satisfaccin laboral. Los estudiosos que investigan la relacin entre estos dos
constructos, tambin han descubierto que en ciertas situaciones el lder puede ser
innecesario (Jernigan & Beggs, 2010). Esta relacin entre el liderazgo
transformacional y la satisfaccin puede verse moderada por la presencia de
neutralizadores (como la orientacin profesional) o sustitutos del liderazgo de gran
magnitud, como la cohesin grupal, o las tareas intrnsecamente satisfactorias
(Jernigan & Beggs, 2010; Yusof & Mohd Shah, 2008). La teora de los sustitutos del
liderazgo seala que el liderazgo es efectivo en ausencia de sustitutos que acten
en lugar de el lder (Kerr & Jermier, 1978). Los sustitutos son aquellas variables
situacionales que debilitan el liderazgo y estn relacionadas con el criterio analizado
(la satisfaccin laboral en este caso). En otras palabras la presencia del sustituto
aumenta la satisfaccin con el trabajo y debilita la influencia del lder. Mientras que
los neutralizadores, como variable situacional, influyen en la respuesta de los
subordinados en relacin con el lder pero la variable en si no est relacionada con
la satisfaccin laboral, de esta forma un neutralizador vuelve al liderazgo
transformacional

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).

Modelos de supervisin y satisfaccin laboral

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).

Trabajo en equipo y satisfaccin laboral

En las investigaciones revisadas solo se encontr un estudio que relaciona de forma


estadsticamente significativa a la Satisfaccin laboral con el trabajo en equipo en
una institucin gubernamental. Segn estos autores (Newmark, Koehler & Philippe,
2008) los grupos se hacen equipos cuando desarrollan un sentido del compromiso
compartido y luchan por conseguir sinergia entre sus miembros. Contrario a la
hiptesis de los autores, se comprob que los empleados que trabajaban solos
tenan niveles significativamente ms altos de satisfaccin que los que trabajaban
en equipo. Estos autores justifican este resultado por la dificultad de las
organizaciones para formar equipos de trabajo y sugieren que exista la probabilidad
de que el trabajo en equipo produzca insatisfaccin laboral. Otros (Wilson & Crowe,
2008) encontraron que participar en un equipo es satisfactorio, pero si los miembros
no comparten determinados valores la relacin con la Satisfaccin laboral se vuelve
negativa. Aunque en algunos casos, como el de los trabajadores de instituciones de
tratamientos a largo plazo, trabajar en un ambiente de equipo se relaciona
positivamente con la Satisfaccin laboral (Kinjerski & Skrypnek, 2008; Moyle,
Skinner, Rowe & Gork, 2003). Mientras que el anlisis realizado por Mohr y Zoghi
(2008) en una organizacin de servicios de salud tambin arroj resultados
positivos. Por otra parte, los resultados obtenidos por McIntyre, Bartle, Landis y
Dansby (2002) sugieren que la percepcin de eficacia del grupo de trabajo tambin
se relaciona positivamente con la Satisfaccin laboral.

Grupos de trabajo y satisfaccin laboral

En otro trabajo, Yi-Feng (2009) al estudiar los comportamientos de interaccin de


los grupos de trabajo, encontr relaciones positivas con la Satisfaccin laboral, para
este autor el grupo de trabajo es un grupo de tarea que comparte un propsito,
objetivo, valor e inters comn, donde los roles son interdependientes, y las
destrezas complementarias. En otro estudio la interdependencia fue relacionada
positivamente con la satisfaccin laboral (Su-Fen & Hsiao-Lan, 2005). Sin embargo,
este estudio al igual que el de Yukl (2002), reconoce que este tipo de
comportamientos por s solos no afectan la Satisfaccin laboral, sino que deben ser
incorporados al liderazgo transformacional; aunque otros autores (Jernigan &
Beggs, 2010; Yusof & Mohd Shah, 2008) demostraron que elementos como la
cohesin grupal pueden reemplazar al lder en relacin con la Satisfaccin laboral,
y Walsh, Matthews, Tuller, Parks y McDonald (2010) y Steinhardt, Dolbier, Gottlieb
y McCalister, (2003) demostraron que la cohesin tiene una relacin positiva
significativa con la satisfaccin con el trabajo. Segn Roman (2001), las relaciones
exitosas entre compaeros de trabajo estn directamente asociadas con la
Satisfaccin laboral; y Zangaro y Soeken (2007) encontraron, al realizar un meta-
anlisis, que la colaboracin mdico-enfermero era la nica variable cuya relacin
positiva con la Satisfaccin laboral se mantena homognea a lo largo de los
distintos estudios. En otro estudio, Cox (2003) investig la relacin entre los
conflictos intrapersonales, intragrupales e intergrupales encontrando que los
conflictos intrapersonales e intragrupales se relacionaban negativamente con la
satisfaccin con el trabajo, mientras que los conflictos intergrupales no tenan
relaciones significativas con el constructo. Sus resultados tambin indican que el
conflicto intragrupal aumenta el efecto del conflicto intrapersonal sobre la
satisfaccin laboral. Esta autora encontr que el desempeo del equipo se relaciona
positivamente con la satisfaccin con el trabajo; siendo estos resultados
congruentes con los obtenidos por Kunaviktikul, Nuntasupawat, Srisuphan y Booth
(2000) sobre que los empleados que experimentan altos niveles de conflicto, tienen
bajos niveles de satisfaccin laboral. Tambin se ha demostrado que el estilo de
integracin el cual, segn Rahim and Bonoma (en Tabak & Orit, 2007), involucra
altos niveles de preocupacin por el inters propio y el de la otra parte al momento
de la resolucin de conflictos interpersonales, es el que ms se relaciona con la
satisfaccin con el trabajo (Tabak & Orit, 2007). Una tcnica grupal que ha
demostrado relacionarse con la Satisfaccin laboral, es la de los grupos Balint, en
las reuniones de estos grupo los miembros describen espontneamente los
encuentros con los pacientes y el grupo discute sobre estos encuentros,
enfocndose en la historia y los sentimientos que despierta, para facilitar nuevas
maneras de comprender la relacin mdico paciente (Johnson, Nease, Milberg &
Addison, 2004). En este sentido, un estudio descriptivo-cualitativo Dorte e Inger
(2008) revelaron que la participacin en estos grupos incrementaba la satisfaccin,
aunque reconocen que este mtodo no es aplicable a todos los empleados.

Discusin

La revisin bibliogrfica realizada muestra que las investigaciones recientes han


cambiado el eje de anlisis de los estilos de liderazgo al centrar su atencin en
aquellas acciones que realiza el lder que logra sus objetivos y al mismo tiempo
genera satisfaccin laboral en sus seguidores. Estas investigaciones han
encontrado relaciones entre el ajuste de la estrategia de liderazgo y los estilos
regulatorios de los seguidores, particularmente si el lder inspira confianza y ejerce
un estilo de liderazgo transformacional, destacando la importancia de este tipo de
liderazgo en el comportamiento de los grupos de trabajo. Es por todo esto, y
considerando que existen pocas investigaciones realizadas en Amrica Latina que
resulta necesario evaluar las estrategias de direccin y de resolucin de conflictos
que se utilizan en nuestras organizaciones. Este artculo ofrece algunas referencias
para la revisin y anlisis de los comportamientos dentro de las organizaciones,
pues vincula dos de las principales dinmicas de la organizacin, la relacin lder-
seguidor y los grupos de trabajo con la satisfaccin laboral. Por ejemplo, en las
investigaciones revisadas tambin se encontr que tareas intrnsecamente muy
satisfactorias pueden quitarle importancia a la influencia del liderazgo sobre la
satisfaccin laboral. Incluso se ha demostrado que factores como la eficacia y la
cohesin grupal tienen tanto valor en las organizaciones de la actualidad que incluso
pueden opacar la influencia del factor liderazgo en la satisfaccin laboral (Jernigan
& Beggs, 2010; Yusof & Mohd Shah, 2008) Por otra parte, ms all del liderazgo
ejercido, en los trabajos resalta la influencia significativa de la buena relacin entre
jefes, mentores y supervisores con los empleados (incluyendo el anlisis de teoras
especficas como la LMX o el mtodo SWA); lo que resulta llamativo, ya que a
diferencia del liderazgo transaccional que se gua por la premisa de que hay
subordinados al lder, que los esfuerzos de estos son premiados por el lder
(Stringer, 2006) y que quienes ejercen este tipo liderazgo suelen caracterizarse por
ser carismticos (Yammarino & Dubinsky, 1994) teoras como la LMX puede
aplicarse a cualquier estilo de liderazgo (Stringer, 2006) y relacionarse
positivamente con la satisfaccin laboral. Es por ello que se considera que este
trabajo presenta la relacin entre algunos constructos que resultara interesante
profundizar en nuestros pases, dado la falta de trabajos empricos relacionados con
la temtica especifica.
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