علاقة القيادة الجديرة بالثقة بتمکين العاملين بالتطبيق على العاملين بمصلحة الضرائب المصرية بمنطقة شمال الدلتا

عبد السميع حسانين, جاد الرب; محمد البدوي النجار, حميدة; محمود سلامة, أماني

doi:10.21608/alat.2016.215525

علاقة القيادة الجديرة بالثقة بتمکين العاملين بالتطبيق على العاملين بمصلحة الضرائب المصرية بمنطقة شمال الدلتا

نوع المستند : المقالة الأصلية

المؤلفون

کلية التجارة - جامعة المنصورة

10.21608/alat.2016.215525

المستخلص

This study investigates the relationship between Authentic Leadership of employees Empowerment Applied on Egyptian Tax Authority in North Delta, More Specifically, this study attempts to determine the significant correlation between dimensions of Authentic Leadership and the dimensions of employees Empowerment, also this study contributes in providing a range of suggestions in the light of the results of the study, which may help the leaders of Egyptian Tax Authority into Practice to raise the quality of Tax service through the development of their leadership styles, The results of statistical analysis showed that there are significant correlation between Authentic Leadership on employees Empowerment in Tax Authority into applied.

الموضوعات الرئيسية

مجالات العلوم التجارية وهى فروع الإدارة والمحاسبة والاقتصاد والعلوم السياسية والإحصاء التطبيقي والتأمين

المراجع

1. Bird, J. J. & Wang, C. (2010). Authentic Leadership Budget Building: Superintendents Reveal Origins, Strategies, and Connections, Academy of Educational Leadership Journal, Vol. 15, No. 3, pp.143-159.
2. Diddams, M. & Chang, G.C. (2012). Only human: Exploring the Nature of Weakness in Authentic Leadership, The Leadership Quarterly, Vol.23, pp. 593-603.
3. Erkutlu, H., & Chafra, J. (2013). Effects of Trust and Psychological Contract Violation on Authentic Leadership and Organizational Deviance, Journal of Leadership & Organizational Studies, Vol. 67, No. 9, pp. 828-848.
23
4. Fok, H., Chiang, F., Au, K.Y., & Hui, M.K. (2011). The moderating Effect of Collectivistic Orientation in Psychological Empowerment and Job Satisfaction Relationship, International Journal of Hospitality Management, Vol.30, pp.310-328.
5. Hill, N.S., Kang, J.H., & Seo, M.G. (2014). The Interactive Effect of leader–Member Exchange and Electronic Communication on Employee Psychological Empowerment and Work Outcomes, The Leadership Quarterly, (InPress), pp. 1-12.
6. Jose, G. &Mampilly, S.R. (2014). Psychological Empowerment as a Predictor of Employee Engagement: An Empirical Attestation, Global Business Review, Vol.15, No.1, 93-104.
7. Khany, R. & Tazik, K. (2015). On the Relationship between Psychological Empowerment, Trust, and Iranian EFL Teachers’ Job Satisfaction: The Case of Secondary School Teachers, Journal of Career Assessment, (InPress), pp.1-18.
8. Kiersch, C. E. & Byrne, Z. S. (2015). Is Being Authentic Being Fair?
Multilevel Examination of Authentic Leadership, Justice, and Employee Outcomes, Journal of Leadership
&Organizational Studies, Vol. xx, No. xx, pp.1-12.
9. Laschinger, H.K.S., Wilk, P., Cho, J., & Greco, P. (2009). Empowerment, Engagement and Perceived Effectiveness in Nursing Work Environments: does experience matter? ,Journal of Nursing Management, Vol. 16, pp. 636-646.
10. Lishchinsky, O.S.m&Tsemach, S. (2014). Psychological Empowerment as a Mediator Between Teachers’ Perceptions of Authentic Leadership and Their Withdrawal and Citizenship Behaviors, Educational Administration Quarterly, Vol.50, No.4, pp.675-712.
11. Rego, A., Sousa, F., Marques, C., & Cunha, M.P. (2014). Hope and Positive Affect Mediating the Authentic Leadership and Creativity Relationship, Journal of Business Research, Vol. 67, pp. 200-210.
12. Spretizer, G.M. (1995). Psychological Empowerment in the Workplace: Dimensions,
24
Measurement, and Validation, The Academy of Management Journal, Vol. 38, No. 5, pp. 1442 –1465.
13. Tonkin, T.H. (2013). Authentic Versus Transformational Leadership: Assessing their Effectiveness on Organizational Citizenship Behavior of Followers International, Journal of Business and Public Administration, Vol. 10, Nor 1,pp.40-61.
14. Tuttle, M.D. (2009). True North or Traveled Terrain? An Empirical Investigation of Authentic Leadership, Ph. D. Dissertation (University of South Florida).
15. Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing , T.S., & Peterson, S.J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure?, Journal of Management, Vol. 34, No. 1, pp. 98 –126.
16. Williams, E., Pillai, R. Deptula, B., & Lowe, K. (2012). The effects of Crisis, Cynicism about Change, and Value Congruence on Perceptions of Authentic Leadership and Attributed Charisma in the 2008 Presidential Election, The Leadership Quarterly, Vol. 23, pp. 324- 341.
17. Wong, C.A. & Cummings, G.G.(2009).The Influence of Authentic Leadership Behaviors on Trust and Work Outcomes of Health Care Staff, Journal of Leadership Studies, Vol. 3, No. 2, pp. 6-23.
18. Wong, C.A.,Laschinger, H.K.S., & Cummings, G.G. (2010). Authentic Leadership and Nurses' Voice Behavior and Perceptions Of Care Quality, Journal of Nursing Management, Vol. 18, pp. 889 –900.
19. Woolley, L., Caza, A., & Levy, L. (2011). Authentic Leadership and Follower Development: Psychological Capital, Positive Work Climate, and Gender, Journal of Leadership & Organizational Studies, Vol. 18, No. 4, pp. 438-448.
20. Zhou, L. (2011). Effects of Supervisors’ Upward Exchange Relationship on Employee: Testing Multi Level Mediation Role of Empowerment, M.Sc. Thesis (University of Maryland).