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...
| Autores: | , , |
|---|---|
| Formato: | artículo |
| Estado: | Versión publicada |
| Fecha de publicación: | 2018 |
| País: | Perú |
| Recursos: | Universidad ESAN |
| Repositorio: | ESAN-Institucional |
| Idioma: | inglés |
| OAI Identifier: | oai:repositorio.esan.edu.pe:20.500.12640/3394 |
| Acesso em linha: | https://hdl.handle.net/20.500.12640/3394 |
| Access Level: | acceso abierto |
| Palavra-chave: | Leader behavioral complexity People-oriented leadership Absenteeism Competing values framework Complejidad del comportamiento del líder Liderazgo orientado a las personas Ausentismo Marco de valores en competencia https://purl.org/pe-repo/ocde/ford#5.02.04 |
| 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-a-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. |
|---|