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INTRODUCTIONResearch on work behavior have taken a step forward by recognizing the role of leadership style and self efficacy in the job involvement of employees in an industrial setting (Compeau & Higgins 2001; Schwarzer, 1997; Schyns 2001, ). This is because no meaningful economic development could take place in any organization without first improving the productivity index which is a derivative of proper job involvement (Osoba, 1983).Job involvement is a necessary condition if the employee is to accept fully the organizational demands placed upon him/her by his/her membership in the organization. It represents a cognitive or belief state of psychological identification with ones present job (Kanungo, 1982. The process of job involvement in work has been the concern of the psychologists as they have tended to focus on organizational conditions that lead to job involvement such as meaningfulness of work, adequacy of supervision etc. Hence, it is viewed as behaviour rather than merely an internal process which implies that when workers are committed to a course, a person or activity, they express this by an overt act. A relationship process without an overt behavioural component cannot be considered as involvement (Winner & Gechman, 1977). This goes a long way in portraying that behaviour which are considered important for achieving performance in workers encompasses a total work behaviour of the individuals in relation to the job such as committing his total energy to the job, minimizing waste and helping co-workersInternational Journal of Academic Research in PsychologyJanuary 2016, Vol. 3, No. 1ISSN 2312-18822www.hrmars.com(Saleh, 1981). This stresses the internalization of values about the goodness of work, or the importance of work in the worth of the person and perhaps it thus, measures the ease with which the person can be further socialized by an organization. However, this internalization implies the degree to which a person identifies psychologically with his work (that is the extent to which the total work situation is an important part of life) and effect of work on the individual self concept (i.e. the extent to which perceived job success affect self esteem). Thus, job involvement can be considered as an important measure of organizational effectiveness that may be at least in part influenced by leadership style and self efficacy (Kristsonis, 2004).In conceptualizing the level of job involvement of workers in Nigerian industries today, one needs to consider proper leadership style and self efficacy as factors that play a great role in the level of workers job involvement. Thus, in the world of human being, one principal factor which makes societies move forward, develop or improve their living condition is leadership. Leaders’ behavior affects employees’ satisfaction and involvement towards organizational goals and objectives (Xirasagar, 2008). Leadership is an influence process where the ease or difficulty of exerting influence is a function of the favourableness of the group, task, situation and the leader (Yahchouchi, 2009). Although it has been recognized that the favourableness of the leadership style to be adopted is dependent on different variables such as task structure, group and the leader member relations as well as power position (Ofordu, 2005). One of the basic problems of organization is how to reconcile, coordinate or integrate member needs or goals with organizational requirements and objectives. Hence, the imperativeness of a good leadership style is inevitable in a dynamic and complex organizational climate where motivational problem of relating man and system is a major concern (Shamir, Zakay, Breinin, & Popper, ,2002). However, the most perplexing problems controlling managers and supervisors have been to determine the leadership style most conducive to promoting effective work group. Empirically studies directed towards finding that style which is most effective have yielded inconclusive and often contradictory results (Bartolo & Furlonger, 2002; Katerberg & Home, 1981; Walder, 1995).There have been many leadership styles put forward and researchers have approached the problem of clarifying these leadership style from different dimensions (Bass & Avolio 1990; Macallister, 2004). Flamholtz (1986, 1990) indentified six leadership styles which falls under three categories as in the table below:-
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