العلاقة بين القيادة الاصيلة و کل من محورية العمل ووقت الفراغ بالتطبيق على العاملين بالادارة العامة للموارد المائية و الري بشرق الدقهلية

نوع المستند : المقالة الأصلية

المؤلفون

کلية التجارة - جامعة المنصورة

المستخلص

This study examined the relationship between authentic leadership and each of Centrality of work and Leisure applied to the employees in the public administration of water resources and irrigation in eastern Dakahlia. To achieve the purpose of this study a survey contains 34 statement has been designed and data collected from the employees working in the Administration from 300 employees, then statistically analyzed.
The findings shows that there is a weak significant correlation between Internalized moral perspective on Centrality of work, also it shows there is a weak significant correlation between Balanced processing on Leisure, and The findings shows that the Self-awareness and Internalized moral perspective have a positive significant effect on Centrality of work but this significant effect didn't
- 2 -
occur from Relational transparency and Balanced processing on Centrality of work, also it shows the Balanced processing have a negative significant effect on Leisure but this significant effect didn't occur from Self-awareness and Relational transparency and Internalized moral perspective on Leisure.

الموضوعات الرئيسية


Al Hassan, S., Saher, N., Zahid, A., Gull, H., Aslam, I., & Aslam, S. (2013). Authentic Leadership and Ethical Practices: Finding Traces from Pakistani System. Journal of Contemporary Research in Business, 5(1), 406-423.
Anjum, M. A., Ahmed, S. J., & Karim, J. (2014). Do Psychological Capabilities Really Matter? The Combined Effects of Psychological Capital and Peace of Mind on Work Centrality and In-role Performance. Pakistan Journal of Commerce and Social Sciences, 8 (2), 502-520.
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting
- 33 -
to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
Begley, P. T. (2004). Understanding valuation processes: Exploring the linkage between motivation and action. International Studies in Educational Administration, 32(2), 4–17.
Begley, P. T. (2006). Self-knowledge, capacity, and sensitivity: Prerequisites to authentic leadership by school principals. Journal of Educational Administration, 44(6), 570-589.
Chen, H.(2011). Work Ethic and Work Place Behavior Essays on Direct and Moderated Relationships A cross National Cultures. Ph.D. Dissertation, University of Texas at Dallas.
Christopher, A. N., & Barry, R. S. (2005). The protestant work ethic and attributions of responsibility: Applications of the triangle model. Journal of Applied, 35(7), 1502-1515.
Darvish, H., & Rezaei, F. (2011). The Impact of Authentic Leadership on Job Satisfaction and Team Commitment. Management & Marketing Challenges for the Knowledge Society, 6(3), 421-436.
Emuwa, A. (2013). Authentic leadership: commitment to supervisor, follower empowerment, and procedural justice climate. Emerging Leadership Journeys, 6(1), 45-65.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable and measurement errors. Journal of Marketing Research, 18(1), 39–50.
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.
Gatling, A., & Harrah, W. F. (2014). The Authentic Leadership Qualities of Business Coaches and its Impact on Coaching Performance. International Journal of Evidence Based Coaching and Mentoring, 12(1), 27-45.
Gonzalez, C. J.(2006). A Causal Comparative Study Of Work Ethic as A Function Of Generational Cohorts, Ph.D. Dissertation, University of Phoenix.
Harter, S. (2002). Authenticity. In C. R. Snyder & S. Lopez (Eds.), Handbook of positive psychology (pp. 382-394). Oxford, United Kingdom: Oxford University Press.
Hannah, S. T., Avolio, B. J., & Walumbwa, F. O. (2011). Relationships between authentic leadership, moral courage, and ethical and pro-social behaviors. Business Ethics Quarterly, 21(4), 555-578.
Hair, F. J., Anderson, R., Ronald, L., Tatham, R. T., & Black, W. C. (1998). Multivariate data analysis. Upper Saddle River: Prentice Gall.
Hair, J.F. Jr, Black, W.C., Babin, B.J., Anderson, R.E. and Tatham, R.L. (2006), Multivariate Data Analysis, 6th ed., Prentice Hall, Upper Saddle River, NJ.
Hirschfeld, R. R., & Field, H. S. (2000). Work centrality and work alienation: distinct aspects of a general commitment to work. Journal of Organizational Behavior, 21(7), 789-800.
- 34 -
Hudspeth. (2003). Examining The MWEP: Further Validation of The Multidimensional Work Ethic Profile, A Thesis, Submited to Texas A&M University.
Kernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14(1), 1–26.
Kets de vries, Manfred, F. R. (2006). The Leader on the couch. Aclinical Approach to changing people and organizations. Corn wall uk :Jossy-Bass
Laschinger, H. K. S., Wong, C. A., & Grau, A. L. (2013). Authentic leadership, empowerment and burnout: a comparison in new graduates and experienced nurses. Journal of nursing management, 21(3), 541-552.
Leroy, H., Palanski, M. E., & Simons, T. (2012). Authentic leadership and behavioral integrity as drivers of follower commitment and performance. Journal of Business Ethics, 107(3), 255-264. Lim, D. H., Woehr, D. J., You, Y. M., & Allen Gorman, C. (2007). The translation and development of a short form of the Korean language version of the multidimensional work ethic profile. Human Resource Development International, 10(3), 319-331. Mannheim, B. (1983). Male and Female Industrial Workers Job Satisfaction, Work Role Centrality, and Work Place Preference. Work and Occupations, 10(4), 413-436.
Mann, M. J., Taber, T. D., & Haywood, K.J. (2013). Work Ethic Revisited: Identifying and Operationalizing New Dimensions of Work Ethic a Century After Weber. Journal of Business Disciplines, 11(1), 66-101.
Meriac, J. P. (2012). Work ethic and academic performance: Predicting citizenship and counterproductive behavior. Learning and Individual Differences, 22(4), 549-553.
Miller, M. G., Woehr, D. G., & Hudspeth, N. (2002). The Meaning and Measurement of Work Ethic: Construction and Initial Validation of a Multidimensional Inventory. Journal of Vocational Behavior, 60(3), 451-489.
Nelson, K., Boudrias, J., Brunet, L., Morin, D., De Civita, M., Savoie, A., & Alderson, M. (2014). Authentic leadership and psychological well-being at work of nurses: The mediating role of work climate at the individual level of analysis. Burnout Research, 1(2), 90-101.
Norman, S. M. (2006).The role of trust: Implications for psychological capital and Authentic Leadership. Unpublished doctoral dissertation, University of Nebraska, Lincoln, NE.
Opatokun, K. A., Hasim, C. N., & Hassan, S. S. (2013). Authentic Leadership in Higher Learning Institution: A Case Study of International Islamic University Malaysia. International Journal of Leadership Studies, 8(1), 49-66.
Onorato, M., & Zhu, J. (2014). An Empirical Study on the Relationships between Authentic Leadership and Organizational Trust by Industry
- 35 -
Segment. SAM Advanced Management Journal, 79(1) 26-39.
Peterson, S. J., Walumbwa, F. O., Avolio, B. J., & Hannah, S. T. (2012). The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts. The Leadership Quarterly, 23(3), 502-516.
Pogson, C. E., Alana, B. C., Dennis, D., & James R, R. (2003). Differences in self-reported work ethic across three career stages. Journal of Vocational Behavior, 62(1), 189-201. Politis, J. (2013). The Relationship Between Team Performance, Authentic and Servant Leadership. In Kidmore End: Academic Conferences International Limited, 237-244. Rego, A., Vitória, A., Magalhães, A., Ribeiro, N., &Cunha, M. P. (2013). Are authentic leaders associated with more virtuous, committed and potent teams. The Leadership Quarterly, 24(1), 61-79. Sousa-Poza, A., & Sousa-Poza, A. A. (2000). Well-being at work: a cross-national analysis of the levels and determinants of job satisfaction. The journal of socio-economics, 29(6), 517-538.
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. C., & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure?. Journal of Management, 34(1), 89-126.
Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviors. The Leadership Quarterly, 21(5), 901-914.
Wahyudi, A., Haryono, T., Riyani, A. L., & Harsono, M. (2013). The Impact of Work Ethics on Performance Using Job Satisfaction and Affective Commitment as Mediating Variables: Evidences from Lecturers in Central Java. Social & Environmental Accounting, 7(3), 165-184.
Wallace, J. E. (1995). Organizational and Professional Commitment in Professional and Nonprofessional Organizations. Administrative Science Quarterly, 40, 228-255.
Wong, C. A., Spence Laschinger, H. K., & Cummings, G. G. (2010). Authentic leadership and nurses' voice behaviour and perceptions of care quality. Journal of Nursing Management, 18(8), 889–900.
Xiong, H., & Fang, P. (2014). Authentic Leadership, Collective Efficacy, and Group Performance: An Empirical Study in China. Social Behavior & Personality, 42(6), 921-932.
Zhu, W.(2006). Authentic Leadership and Follower Moral Decision Intention: Role of Follower Moral Identity, Ph.D. Dissertation, University of Nebraska.
Zhu, W., Avolio, B. J., Riggio, R. E., & Sosik, J. J. (2011). The effect of authentic transformational leadership on follower and group ethics. The Leadership Quarterly, 22(5), 801-817.
Zhou, J., Ma, Y., Cheng, W., & Xia, B. (2014). Mediating Role of Employee Emotions in the Relationship between Authentic Leadership and Employee Innovation. Social Behavior and Personality, 42(8), 1267-1278.