TY - JOUR
T1 - Liderazgo orientado a la gente en call centers
AU - León, Federico R.
AU - Morales, Oswaldo
AU - Ramos, Juan D.
AU - Goyenechea, Álvaro
AU - Rojas, Paul A.
AU - Meza, José
AU - Burga-León, Andrés
PY - 2017/1/1
Y1 - 2017/1/1
N2 - © 2017, © Federico R. León, Oswaldo Morales, Juan D. Ramos, Álvaro Goyenechea, Paul A. Rojas, José Meza and Andrés Burga-León. Purpose: Call centers generate stress and absenteeism in staff and the literature suggests that people-oriented leadership is the right way of supervision for such a situation. This study compared its effects versus those of other types of leadership. Methodology: Absentee data of 379 representatives of customer services of a Peruvian call center were analyzed and the representatives answered a questionnaire about the Framework of Values in Competition and its four types of leadership. Day and night work shifts were compared. Results: It was observed that absenteeism declines with people-oriented leadership, although only during the day shift, and the addition of leadership oriented to change, results and control devalues models. Limitations/implications: Future studies should cover the performance of the worker. The findings suggest a need to re-focus the theoretical focus on environmental contingencies that affect leadership effectiveness. Originality/value: Leadership theorists will ask themselves in what circumstances the multiple leadership is effective. Call center managers will appreciate the organizational value of people-oriented leadership at the first level of supervision.
AB - © 2017, © Federico R. León, Oswaldo Morales, Juan D. Ramos, Álvaro Goyenechea, Paul A. Rojas, José Meza and Andrés Burga-León. Purpose: Call centers generate stress and absenteeism in staff and the literature suggests that people-oriented leadership is the right way of supervision for such a situation. This study compared its effects versus those of other types of leadership. Methodology: Absentee data of 379 representatives of customer services of a Peruvian call center were analyzed and the representatives answered a questionnaire about the Framework of Values in Competition and its four types of leadership. Day and night work shifts were compared. Results: It was observed that absenteeism declines with people-oriented leadership, although only during the day shift, and the addition of leadership oriented to change, results and control devalues models. Limitations/implications: Future studies should cover the performance of the worker. The findings suggest a need to re-focus the theoretical focus on environmental contingencies that affect leadership effectiveness. Originality/value: Leadership theorists will ask themselves in what circumstances the multiple leadership is effective. Call center managers will appreciate the organizational value of people-oriented leadership at the first level of supervision.
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U2 - 10.1108/JEFAS-03-2017-0058
DO - 10.1108/JEFAS-03-2017-0058
M3 - Article (Contribution to Journal)
SP - 154
EP - 167
JO - Journal of Economics, Finance and Administrative Science
JF - Journal of Economics, Finance and Administrative Science
SN - 2077-1886
ER -