In search of dynamism of organizational fotorism development in public sector

Document Type : Research Article

Authors

1 Associate Professor, Faculty of Economics and Administrative Sciences, Vali-e-Asr University of Rafsanjan, Rafsanjan, Iran

2 PhD Student, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran

Abstract

The purpose of this study was exploring the development process of organizational fotorism in public sector. The study is practical regarding to its purpose and in terms of data collection is survey descriptive. In this regard, after reviewing the literature and identifying components explanting the phenomenon of interest the matrix questionnaire including mentioned components was developed and distributed among 15 management professors whom selected as experts using concept sampling  method. In order to data analysis the causal network among components and their levels were discovered and represented in the framework of interpretive structural modelling (ISM) approach. Findings showed that the toxic context of organization through effecting on no satisfied needs of organization members in three levels (1. individual and managerial level, 2. Interpersonal level, and 3. Organizational and physical sources level) is the as the most basic stimuli for tendency to savior in organization. Through interaction of non-satisfied needs of organization members and their perception about savior existence that is in its turn a function of existence of competent reformers, the frustration-hope dialectic will be produced through which causes active expectation of savior advent. Such an expectation causes integration among fotorists and selecting a leader as a petty savior and in a higher level causes fotorists’ material and spiritual promotion and their exemplification in organization.  
 
 

Keywords

References

Adams, V. H., Snyder, C. R., Rand, K. L., King, E. A., Sigmon, D. R., & Pulvers, K. M. (2002). “Hope in the workplace”, Handbook of workplace spirituality and organizational performance, pp. 367-377.
Ancona, D., Malone, T. W., Orlikowski, W. J., & Senge, P. M. (2007). “In praise of the incomplete leader”, Harvard Business Review, 85(2), pp. 2-9.
Avolio, B. J. & Gardner, W. L. (2005). “Authentic leadership development: Getting to the root of positive forms of leadership”, The leadership quarterly, 16(3), pp. 315-338.
Barbuto, Jr, J. E. & Wheeler, D. W. (2006). “Scale development and construct clarification of servant leadership”, Group & Organization Management, 31(3), pp. 300-326.
Benefiel, M. (2005). “The second half of the journey: Spiritual leadership for organizational transformation”, The leadership quarterly, 16(5), pp. 723-747.
Blake, R. R. & Mouton, J. S. (1964). The managerial grid, Houston, Gulf.
Bligh, M. C., Kohles, J. C., Pearce, C. L., Justin, J. E., & Stovall, J. F. (2007). “When the romance is over: Follower perspectives of aversive leadership”, Applied Psychology, 56(4), pp. 528-557.
Boyatzis, R. E., Smith, M. L., Van Oosten, E., & Woolford, L. (2013). “Developing resonant leaders through emotional intelligence, vision and coaching”, Organizational Dynamics, 42(1), pp. 17-24.
Burke, R. J. & Cooper, C. L. (2006). Inspiring leader, NY: Routledge.
Creswell, J. W. (2002). Educational research: Planning, conducting, and evaluating quantitative (pp. 146-166). Upper Saddle River, NJ: Prentice Hall.
Dartey-Baah, K. (2015). “Resilient leadership: A transformational-transactional leadership mix”, Journal of Global Responsibility, 6(1), pp. 99-112.
De Meuse, K. P., Dai, G., & Hallenbeck, G. S. (2010). “Learning agility: A construct whose time has come”, Consulting Psychology Journal: Practice and Research, 62(2), p. 119 .
Dionne, S. D., Yammarino, F. J., Atwater, L. E., & James, L. R. (2002). “Neutralizing substitutes for leadership theory: Leadership effects and common-source bias”, Journal of applied psychology, 87(3), pp. 454-464.
Fiedler, F. E. (1967). A Theory of leadership effectiveness, NY: McGraw-Hill.
Fry, L. W. (2003). “Toward a theory of spiritual leadership”, The leadership quarterly, 14(6), pp. 693-727.
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), pp. 1120-1145.
Geier, J. G. (1967). “A trait approach to the study of leadership in small groups”, Journal of communication, 17(4), pp. 316-323.
Goldman, A. (2008). “Company on the couch: Unveiling toxic behavior in dysfunctional organizations”, Journal of Management Inquiry, 17(3), pp. 226-238.
Griffin, R. W. & Moorhead, G. (2014). Organizational behavior: Managing people and organizations, Mason, OH: South-Western.
Hadavinejad, M. & Asadzadeh, S. (2017). “Exploring the consequences of toxic organization using ISM approach”, Organizational Resources Management Researchs, 7(2), pp. 193-209. (in Persian)
Hadavinejad, M. & Kalvandi, M. (2016). “Exploring dynamics of toxic leadership’s antecedents using interpretive structural modeling (ISM)”, Organizational Behavior Studies Quarterly, 5(3), pp. 1-24. (in Persian)
Hadavinejad, M. & Rousaei, S. (2017). “The Toxic Climate of Organization: Conceptualization and Measurement”, Journal of Management Studies In Development & Evaluation, 25(3), pp. 61-80. (in Persian)
Hashemi, S. A. (2010). “A ccomparative study of the doctrine of the promised savior in Islam and Hinduism”, Dawn of Light, 9(1), pp. 117-140. (in Persian)
Higgs, M. (2009). “The good, the bad and the ugly: Leadership and narcissism”, Journal of change management, 9(2), pp. 165-178.
Laschinger, H. K. S., Wong, C. A., Cummings, G. G., & Grau, A. L. (2014). “Resonant leadership and workplace empowerment: The value of positive organizational cultures in reducing workplace incivility”, Nursing Economics, 32(1), pp. 5-18.
Lipman-Blumen, J. (2006). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians-and how we can survive them, NY: Oxford University Press.
Martinko, M. J., Harvey, P., Sikora, D., & Douglas, S. C. (2011). “Perceptions of abusive supervision: The role of subordinates' attribution styles”, The Leadership Quarterly, 22(4), pp. 751-764.
Morgan, G. (2006). Images of organization: The executive edition, Thousand Oaks, California: Sage Publication, Inc.
O'Brien, E. & Robertson, P. (2009). “Future leadership competencies: from foresight to current practice”, Journal of European Industrial Training, 33(4), pp. 371-380.
Peterson, C. (2000). “The future of optimism”, American psychologist, 55(1), pp. 44-55.
Phillips, L. D. (2015). “Empowerment and coworker response to leader tactic and organizational hope”, Emerging Leadership Journeys, 8(1), pp. 22-45.
Rafferty, A. E. & Griffin, M. A. (2004). “Dimensions of transformational leadership: Conceptual and empirical extensions”, The leadership quarterly, 15(3), pp. 329-354.
Riesenmy, K. R. (2008). “The moderating role of follower identification in the relationship between leader and follower visionary leadership”, Emerging Leadership Journeys, 1(2), pp. 62-77.
Sayyahpoor, A. (2017). “Organizational fotorism: A Grounded theory”, MSc. thesis, Vali-e-Asr University. (in Persian)
Snyder, C. R. (1994). The psychology of hope: You can get there from here, NY: Free Press.
Talib, F., Rahman, Z., & Qureshi, M. N. (2011). “Analysis of interaction among the barriers to total quality management implementation using interpretive structural modeling approach”, Benchmarking: An International Journal, 18(4), pp. 563-587.
Van Dierendonck, D. (2011). “Servant leadership: A review and synthesis”, Journal of management, 37(4), pp. 1228-1261.
Williams, M. R. (2005). Leadership for leaders, London, Thorogood.
Yu, C. (2011). “The display of frustration in arguments: A multimodal analysis”, Journal of Pragmatics, 43(12), pp. 2964-2981.
 
 
Organizational Culture Management
Volume 19, Issue 3
October 2021
Pages 405-422

Files

Share

How to cite

Statistics