Liderazgo orientado a la gente en call centers
Keywords:Call center, Gerencia de Recursos Humanos, Liderazgo orientado a la gente, Marco de valores en competencia, Teoría y comportamiento organizacional
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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