The Link Between Authentic Leadership, Organizational Dehumanization and Stress at Work

• Mario Sainz ^[1] ; Naira Delgado ^[2] ; Juan A. Moriano ^[3]
  1. [1] Universidad de Monterrey

     Universidad de Monterrey

     México

     
  2. [2] Universidad de La Laguna

     Universidad de La Laguna

     San Cristóbal de La Laguna, España

     
  3. [3] Universidad Nacional de Educación a Distancia

     Universidad Nacional de Educación a Distancia

     Madrid, España

     

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• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 37, Nº 2, 2021, págs. 85-92
• Idioma: inglés
• DOI: 10.5093/jwop2021a9
• Títulos paralelos:
  • La relación entre el liderazgo auténtico, la deshumanización organizacional y el estrés en el trabajo
• Enlaces
  • Texto completo  1    2 (pdf) 
• Dialnet Métricas: 1 Cita
• Resumen
  • español

    La deshumanización organizacional tiene efectos muy perjudiciales para el bienestar profesional. Estudios previos se han centrado en identificar factores organizacionales que desencadenan la deshumanización de los trabajadores o el estrés en el contexto laboral. Sin embargo, se conoce muy poco sobre los factores que pueden proteger a los trabajadores de los efectos negativos de la deshumanización. En esta investigación llevamos a cabo un estudio correlacional (N = 930) y una replicación directa (N = 913) para analizar 1) el papel mediador de la deshumanización organizacional en la relación entre liderazgo organizacional y estrés en el trabajo y 2) la posible moderación de la identificación con la organización y la frecuencia de la interacción líder-seguidores. Los resultados mostraron que un mayor nivel de liderazgo auténtico predecía un menor nivel de deshumanización organizacional y de estrés en el trabajo. Además, la deshumanización organizacional media en la relación entre liderazgo auténtico y estrés en el trabajo.

  • English

    Organizational dehumanization has detrimental consequences for workers’ well-being. Previous research has focused on organizational factors that trigger workers’ dehumanization or stress at work. However, less is known about the factors that can protect workers against the detrimental effects of dehumanization. In the present research, we performed a correlational study (N = 930) and a direct replication of it (N = 913) to analyze 1) the mediation role of organizational dehumanization in the relationship between authentic leadership and stress at work, and 2) the possible moderation of organizational identification and the frequency of leader-follower interactions. The results indicated that higher authentic leadership predicted lower organizational dehumanization and stress at work. Moreover, organizational dehumanization mediates the relationship between authentic leadership and stress at work.

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