Liderazgo destructivo, violencia laboral y estrés de rol: un modelo de mediación moderada en trabajadores de hospitales públicos de Chile.
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Date
2024
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Universidad de Concepción
Abstract
Para entender el fenómeno de la violencia laboral, enfoques teóricos recientes sugieren que ésta es el resultado de la forma en que se organiza el trabajo y del empleo de ciertos estilos de liderazgo. Esta investigación ha buscado comprender la relación entre el liderazgo destructivo (tiránico y laissez-faire), el estrés de rol (ambigüedad y conflicto de rol) y la violencia laboral a través de la propuesta de un modelo de mediación moderada. En particular, corroborar la relación entre el liderazgo destructivo y la violencia laboral, donde el estrés de rol ejerza un rol mediador, mientras que, el liderazgo destructivo ejerza un rol moderador en la relación entre el estrés de rol y la violencia laboral. Se empleó un diseño de estudio postfacto retrospectivo con una muestra de 1855 trabajadores de hospitales en Chile. Los resultados revelan que tanto para el liderazgo tiránico [0.007 (DE= 0.003, IC= 0.002-0.015)] como laissez-faire [0.013 (DE= 0.004, IC= 0.005-0.023)] el estrés de rol tienen un efecto mediador significativo sobre la violencia laboral a través del conflicto y la ambigüedad de rol. Sin embargo, no se encontró evidencia de que el liderazgo destructivo actúe como moderador. Estos hallazgos resaltan la importancia de considerar los efectos negativos de ciertos estilos de liderazgo en el ambiente laboral, ofreciendo un contraste a las conceptualizaciones predominantemente positivas. Lo que contribuye al campo al abrir nuevas vías de estudio sobre los impactos perjudiciales del liderazgo, con posibles implicaciones tanto en el ámbito académico como en la gestión de recursos humanos.
To understand the phenomenon of workplace violence, recent theoretical approaches suggest that it is the result of the way work is organised and the use of certain leadership styles. This research sought to understand the relationship between destructive leadership (tyrannical and laissez-faire), role stress (role ambiguity and role conflict) and workplace violence by proposing a moderated mediation model. Specifically, to confirm the relationship between destructive leadership and workplace violence, where role stress plays a mediating role, while destructive leadership plays a moderating role in the relationship between role stress and workplace violence. A retrospective post-facto study design was used with a sample of 1855 hospital workers in Chile. Results show that for both tyrannical leadership [0.007 (SD= 0.003, CI= 0.002 0.015)] and laissez-faire leadership [0.013 (SD= 0.004, CI= 0.005-0.023)], role stress has a significant mediating effect on workplace violence through role conflict and role ambiguity. However, no evidence was found for destructive leadership as a moderator. These findings highlight the importance of considering the negative effects of certain leadership styles on the work environment, in contrast to predominantly positive conceptualisations. This contributes to the field by opening up new avenues of research into the detrimental effects of leadership, with potential implications for both academia and human resource management.
To understand the phenomenon of workplace violence, recent theoretical approaches suggest that it is the result of the way work is organised and the use of certain leadership styles. This research sought to understand the relationship between destructive leadership (tyrannical and laissez-faire), role stress (role ambiguity and role conflict) and workplace violence by proposing a moderated mediation model. Specifically, to confirm the relationship between destructive leadership and workplace violence, where role stress plays a mediating role, while destructive leadership plays a moderating role in the relationship between role stress and workplace violence. A retrospective post-facto study design was used with a sample of 1855 hospital workers in Chile. Results show that for both tyrannical leadership [0.007 (SD= 0.003, CI= 0.002 0.015)] and laissez-faire leadership [0.013 (SD= 0.004, CI= 0.005-0.023)], role stress has a significant mediating effect on workplace violence through role conflict and role ambiguity. However, no evidence was found for destructive leadership as a moderator. These findings highlight the importance of considering the negative effects of certain leadership styles on the work environment, in contrast to predominantly positive conceptualisations. This contributes to the field by opening up new avenues of research into the detrimental effects of leadership, with potential implications for both academia and human resource management.
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Keywords
Ambiente de trabajo, Conflicto de roles, Estrés laboral