سامانه مدیریت نشریات علمی دانشگاه شهید بهشتی

چائی چی, زینب, طبرسا, غلامعلی, فتحیان, محمد. (1405). رهبری و عجین‌سازی شغلی: یک فراترکیب یکپارچه. , 17(1), 15-44. doi: 10.48308/jpap.2026.242607.1531
زینب چائی چی; غلامعلی طبرسا; محمد فتحیان. "رهبری و عجین‌سازی شغلی: یک فراترکیب یکپارچه". , 17, 1, 1405, 15-44. doi: 10.48308/jpap.2026.242607.1531
چائی چی, زینب, طبرسا, غلامعلی, فتحیان, محمد. (1405). 'رهبری و عجین‌سازی شغلی: یک فراترکیب یکپارچه', , 17(1), pp. 15-44. doi: 10.48308/jpap.2026.242607.1531
چائی چی, زینب, طبرسا, غلامعلی, فتحیان, محمد. رهبری و عجین‌سازی شغلی: یک فراترکیب یکپارچه. , 1405; 17(1): 15-44. doi: 10.48308/jpap.2026.242607.1531

رهبری و عجین‌سازی شغلی: یک فراترکیب یکپارچه

چشم انداز مدیریت دولتی
دوره 17، شماره 1 - شماره پیاپی 65، فروردین 1405، صفحه 15-44    اصل مقاله (1.02 M)
نوع مقاله: مقاله پژوهشی
شناسه دیجیتال (DOI): 10.48308/jpap.2026.242607.1531
نویسندگان
زینب چائی چی1؛ غلامعلی طبرسا* 2؛ محمد فتحیان3
1دانشجوی دکتری، مدیریت دولتی، دانشکده مدیریت و حسابداری، دانشگاه شهید بهشتی، تهران، ایران.
2استاد، گروه مدیریت دولتی، دانشکده مدیریت و حسابداری، دانشگاه شهید بهشتی، تهران، ایران
3استاد، گروه مهندسی سیستم‌های هوشمند، دانشکده مهندسی صنایع، دانشگاه علم و صنعت ایران، تهران، ایران
چکیده
هدف: رهبری از مولفه‌های سازمانی بسیار مهم موثر بر عجین‌سازی شغلی کارکنان است و تا کنون پژوهش‌های متعددی در باب انواع سبک‌های رهبری و تاثیر آن‌ها بر عجین شدگی شغلی کارکنان صورت گرفته است، اما پژوهشی که تمام سبک‌ها را یکجا بررسی کرده و دید جامعی از آن هم در مرتبه تحقیق و هم در مرتبه اجرا فراهم آورد، وجود نداشته است. لذا؛ هدف پژوهش حاضر بررسی تمامی سبک‌های رهبری و نحوه اثرگذاری آن‌ها بر عجین شدگی شغلی کارکنان است.
طراحی/ روش‌شناسی/ رویکرد: پژوهش حاضر، پژوهشی کاربردی است که از روش فراترکیب یکپارچه  در آن برای سنتز و کنار هم قرار دادن مطالعات حوزه رهبری و عجین سازی شغلی استفاده شده است. روش فراترکیب یکپارچه، با هدف تلفیق نظام‌مند یافته‌های کمی و کیفی جهت دستیابی به درکی همه‌جانبه از نحوه ارتباط سبک‌های رهبری و عجین سازی شغلی، به کار گرفته شده است. یافته‌های کمی و کیفی در تحلیل با استفاده از این روش، به یک بیان و شکل مشترک تبدیل شدند تا امکان یکپارچه‌سازی تفسیری فراهم گردد. جهت اجرای فرایند استاندارد روش، در پایگاه‌های Scopus و WOS  کلمات Leadership (رهبری) و تمام معادل‌های عجین‌سازی شغلی که مورد استفاده در مقالات آن حوزه بود، آورده شد. این کلمات عبارتند از Employee ، Job ، Work ، Staff که همزمان هم با واژه Engagement و هم رهبری به حالت AND درآمده و با یکدیگر به حالت OR درآمدند. سال‌های بررسی هم روندی 10 ساله از 2015 تا 2025 را شامل شد. ابتدا 2917 مقاله در Scopus و 1314 مورد در WOS یافت شد که با پالایش‌های متوالی موجود در چارت متداول PRISMA از جمله محدود کردن به زبان انگلیسی، مطالعه چکیده در ادامه مقدمه و متن مقاله،  دو روش CASP و JBI در بررسی کیفیت پژوهش‌ها و در نهایت بررسی چارک نشریات و محدود سازی به نشریات Q1 ، 64 مقاله مورد بررسی قرار گرفت.
یافته­های پژوهش: از بررسی 64 مقاله بیان شده، به 26 سبک رهبری دست یافته شد که نحوه ارتباطی آن‌ها با عجین‌سازی شغلی کارکنان و متغیرهای ارتباطی موجود، به طور کامل مورد بررسی و تدقیق قرار گرفت. رهبری تحول‌آفرین بیشترین سهم پژوهش‌ها را با 17 مقاله به خود اختصاص داده و سپس رهبری اخلاق‌مدار با 6 مقاله در رتبه دوم قرار گرفته و سایر سبک‌ها دارای تعداد مقالات کمتری بودند. در میان سبک‌های رهبری همگی دارای تاثیر مثبت بر عجین سازی شغلی کارکنان بوده و برای هر کدام متغیرهای میانجی و تعدیلگر متعددی شناسایی شد اما سه سبک رهبری سمی، رهبری خودشیفته و رهبری بی قید و شرط دارای اثر منفی بودند.
محدودیت­ها و پیامدها: از جمله محدودیت‌های پژوهش حاضر می‌توان به محدودیت زمانی 10 ساله مقالات بررسی شده اشاره نمود که جستجو به سال 2015 تا 2025 محدود شد. علت آن نیز متفاوت بودن نگاه در سال‌های اخیر به این حوزه و تحولات مقالات نگاشته شده در آن در سال‌های نو است. اما می‌توان به علت حضور مفهوم رهبری از دیرباز در عرصه مدیریت و نیز حضور مفهوم عجین سازی شغلی از سال 1992 دامنه بررسی را گسترده‌تر کرد. همچنین بررسی‌ها بر روی مقالات با کیفیت‌تر که در دو مرحله با روش‌های CASP و JBI در مقالات کیفی و کمی و نیز در نهایت با محدود کردن به نشریات Q1 روی تعداد 64 مقاله صورت گرفت. در پژوهش‌های آتی می‌توان شمار بیشتری از مقالات در چارک‌های دیگر را بررسی کرد.
پیامدهای عملی: از آنجایی‌که سبک رهبری متغیری مهم در عجین سازی شغلی کارکنان با کار بوده و عجین سازی نیز مولفه مهمی در رضایت شغلی و نگهداشت کارکنان، افزایش بهره‌وری آنان و در نتیجه موفقیت سازمان است، پژوهش حاضر با کنار هم نهادن و بررسی جامع تمامی سبک‌های رهبری و نحوه اثرگذاری آن‌ها بر عجین سازی شغلی کارکنان، نه تنها می‌تواند به نحوه اثربخشی راهگشای پژوهشگران در تحقیقات آتی باشد، بلکه می‌تواند راهنمایی جامع در اختیار دست اندرکاران این حوزه قرار دهد تا با انتخاب سبک رهبری صحیح و اثربخشی و کاربست بهینه آن، حداکثر عجین شدگی شغلی کارکنان خود را به همراه داشته باشد.
ابتکار یا ارزش مقاله: در پژوهش‌های پیشین عموما تنها یک سبک رهبری خاص و اثرگذاری آن بر عجین سازی شغلی کارکنان بررسی می‌شد اما پژوهش حاضر این امکان را فراهم آورده تا تمامی سبک‌های رهبری یکجا دیده شده و دید جامعی برای سایرین فراهم ‌آورد که در این نوع تا کنون چنین پژوهشی ثبت نگردیده است.
نوع مقاله: مقاله پژوهشی
 
کلیدواژه‌ها
سبک‌های رهبری؛ عجین‌سازی شغلی؛ فراترکیب یکپارچه
عنوان مقاله [English]
Leadership and Employee Engagement: An Integrative Synthesis
نویسندگان [English]
Zeinab Chaichi1؛ Gholamali Tabarsa2؛ Mohammad Fathian3
1Ph.D. Student in Public Administration, Faculty of Accounting and Management, Shahid Beheshti University, Tehran, Iran
2Professor, Public Administration, Faculty of Management and Accounting, Shahid Beheshti University, Tehran. Iran
3Professor, Faculty of Intelligent Systems, Iran University of Science and Technology, Tehran, Iran
چکیده [English]
Purpose: Leadership is a crucial organizational component significantly impacting employee work engagement. While numerous studies have investigated various leadership styles and their effects on employee engagement, no single research has comprehensively examined all styles together, providing a holistic view for both research and practical application. Therefore, the present study aims to investigate all leadership styles and their mechanisms of influence on employee work engagement.
Design/ methodology/ approach:  This applied research utilizes an integrative synthesis method to synthesize and consolidate studies in the fields of leadership and work engagement. The integrative synthesis method was employed to systematically integrate quantitative and qualitative findings, aiming to achieve a comprehensive understanding of the relationship between leadership styles and work engagement. Through this method, quantitative and qualitative findings were transformed into a unified format to enable interpretive integration. To implement the standard process of this method, the keywords "Leadership" and all equivalents of work engagement used in the literature of the field were searched in the Scopus and WOS databases. These keywords included: Employee, Job, Work, Staff, which were each combined with "Engagement" using the AND operator, and then all combinations were connected using the OR operator. The review period spanned a 10-year trend from 2015 to 2025. Initially, 2917 articles were found in Scopus and 1314 in WOS. Through successive filtering steps outlined in the standard PRISMA chart—including restriction to English language, abstract review, followed by introduction and full-text review, application of the CASP and JBI methods for assessing study quality, and finally, consideration of journal quartiles limited to Q1 journals—64 articles were selected for final analysis.
Research Findings: The review of the 64 articles identified 26 leadership styles, whose relationships with employee work engagement and the associated mediating/moderating variables were thoroughly examined and scrutinized. Transformational leadership accounted for the largest share of studies (17 articles), followed by ethical leadership (6 articles) in second place; other styles had fewer associated articles. Among the leadership styles, all had a positive impact on employee work engagement, and numerous mediating and moderating variables were identified for each. However, three styles—toxic leadership, narcissistic leadership, and laissez-faire leadership—had negative effects.
Limitations & Consequences: Among the limitations of the present study is the 10-year time constraint of the reviewed articles, restricting the search from 2015 to 2025. The reason for this was the evolving perspective in recent years and the developments in articles written in this area in newer years. However, given the long-standing presence of the leadership concept in management and the concept of work engagement since 1992, the review scope could be expanded. Furthermore, the review focused on higher-quality articles, assessed in two stages using CASP and JBI methods for qualitative and quantitative articles, and finally limited to Q1 journals, resulting in 64 articles. Future research could examine a larger number of articles from other quartiles.
Practical Consequences: Since leadership style is a significant variable influencing employee work engagement, and engagement is a crucial component for job satisfaction, employee retention, productivity enhancement, and consequently organizational success, this study—by compiling and comprehensively examining all leadership styles and their impact on employee work engagement—can not only guide researchers regarding effectiveness in future studies but also provide a comprehensive guide for practitioners in the field. By selecting the correct, effective leadership style and applying it optimally, they can achieve the maximum level of work engagement among their employees.
Innovation or value of the Article: Previous studies typically examined only one specific leadership style and its impact on employee work engagement. However, the present study makes it possible to view all leadership styles together, providing a comprehensive overview for others. No such study of this kind has been recorded to date.
Paper Type: Original Paper
 
کلیدواژه‌ها [English]
Leadership Styles, Employee Engagement, Integrative Synthesis
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