Supervisor’s behavioral complexity: Ineffective in the call center
An ample repertoire of leadership behaviors available to the manager is expected to guarantee his/her effectiveness transcending situations, but research in the call-center context has identified a specific form of effective supervision: people-oriented leadership. The purpose of this paper is to co...
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| Tipo de documento: | artigo |
| Data de publicação: | 2017 |
| País: | Perú |
| Recursos: | Universidad San Ignacio de Loyola |
| Repositório: | USIL-Institucional |
| Idioma: | inglês |
| OAI Identifier: | oai:repositorio.usil.edu.pe:20.500.14005/8576 |
| Acesso em linha: | https://hdl.handle.net/20.500.14005/8576 |
| Access Level: | Acceso aberto |
| Palavra-chave: | Leadership Managerial characteristics Behavioural sciences Características directivas |
| Resumo: | An ample repertoire of leadership behaviors available to the manager is expected to guarantee his/her effectiveness transcending situations, but research in the call-center context has identified a specific form of effective supervision: people-oriented leadership. The purpose of this paper is to compare the effectiveness of leader behavioral complexity vis-à-vis people-oriented supervision. 268 employees out of 728 of a Peruvian call center filled in an on-line survey that included, among other questionnaires, the Competing Values Framework Managerial Behavior Instrument in reference to their front-line supervisor. The study analyzed the relationships between supervisory leadership and subordinate turnover intention and absenteeism. Behavioral complexity, like people-oriented leadership, predicted subordinate turnover intention but did not predict subordinate absenteeism, which people-oriented leadership did when other leadership orientations (to change, results, processes) were held constant. Our explanations consider that absenteeism is a concrete behavior and turnover intention an abstract attitude. The findings are consistent with the call-center literature, suggest important boundaries to the concept of manager behavioral complexity, and highlight the need for contingency theories of leadership effectiveness. © 2017, International Journal of Business Science and Applied Management. All rights reserved. |
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