Liderazgo orientado a la gente en call centers

Authors

  • Federico R. León Universidad San Ignacio de Loyola, Lima, Perú
  • Oswaldo Morales Universidad ESAN, Lima, Perú
  • Juan D. Ramos Universidad ESAN, Lima, Perú
  • Álvaro Goyenechea HRB, Lima, Perú
  • Paul A. Rojas Pontificia Universidad Católica del Perú, Lima, Perú
  • José Meza Ejército del Perú, Lima, Perú
  • Andrés Burga León Universidad de Lima, Lima, Perú

Keywords:

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

Abstract

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.

Doi: https://doi.org/10.1108/JEFAS-03-2017-0058

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Published

2017-12-01

How to Cite

León, F. R. ., Morales, O. ., Ramos, J. D., Goyenechea, Álvaro ., Rojas, P. A. ., Meza, J. ., & Burga León, A. . (2017). Liderazgo orientado a la gente en call centers. Journal of Economics, Finance and Administrative Science, 22(43), 154–167. Retrieved from https://revistas.esan.edu.pe/index.php/jefas/article/view/119