Acceso usuarios
Fernando Toro Álvarez
Artículo publicado en octubre de 2005.Este reporte presenta los resultados de un estudio exploratorio cualitativo dirigido a identificar comportamientos de rol de jefes, que son percibidos como negativos o inconvenientes por sus colaboradores. También se buscó identificar varias alternativas de explicación a tales conductas. Para el efecto se hizo referencia a los conceptos de Reconocimiento (Toro, 1998), Distancia de Poder (Hofstede, 1997), Ambivalencia (Álvarez, 1982), Liderazgo Disonante y Resonante (Goleman et al. 2002) y Liderazgo Motivacional (Romero, 1993). Se contó con una muestra de 412 empleados y trabajadores de 54 empresas colombianas que expresaron por escrito, de manera libre y voluntaria, sus percepciones acerca de la conducta de rol de sus jefes. El análisis permitió concluir que la valoración negativa que los colaboradores hacen de la conducta de sus jefes puede entenderse, en parte, como la percepción de patrones de actuación de los jefes que están determinados por la estructura de su personalidad pero también por la presencia de realidades contextuales extremas a la persona. Pero también, tales percepciones pueden depender de patrones de pensamiento y actuación de los subalternos, condicionados por su dependencia, baja internalidad y una particular ambivalencia en relación con las figuras de autoridad. Se trata de un tipo complejo de interacción social ampliamente condicionado por la cultura. Al final se sugieren posibilidades de intervención sobre esta realidad.AbstractThis report presents a set of results related to daily role behaviors of managers, seen a negative or inconvenient by their subordinates. It also was directed to identify several alternative explanations, based on current psychological concepts: Recognition (Toro, 1998), Power Distance (Hofstede, 1997), Ambivalence (Alvarez, 1982), Dissonant and Resonant Leadership (Coleman el al., 2002) and Motivational Leadership (Romero, 1993). This was an exploratory and qualitative type of study, based on spontaneous and free responses given by 412 white and blue collar workers of 54 Colombian organizations. It was observed that negative perceptions expressed by subordinates about their bosses' role behavior could be understood, in part, as the perception of patterns of behavior conditioned by their personality characteristics but also by contextual realities. In addition, such perceptions by subordinates could be considered as dependent on thinking and action patterns determined by dependence, low internal locus of control and a particular ambivalence towards authority figures. This complex reality should be seen as type of social interaction conditioned by culture.
This report presents a set of results related to daily role behaviors of managers, seen a negative or inconvenient by their subordinates. It also was directed to identify several alternative explanations, based on current psychological concepts: Recognition (Toro, 1998), Power Distance (Hofstede, 1997), Ambivalence (Alvarez, 1982), Dissonant and Resonant Leadership (Coleman el al., 2002) and Motivational Leadership (Romero, 1993). This was an exploratory and qualitative type of study, based on spontaneous and free responses given by 412 white and blue collar workers of 54 Colombian organizations. It was observed that negative perceptions expressed by subordinates about their bosses' role behavior could be understood, in part, as the perception of patterns of behavior conditioned by their personality characteristics but also by contextual realities. In addition, such perceptions by subordinates could be considered as dependent on thinking and action patterns determined by dependence, low internal locus of control and a particular ambivalence towards authority figures. This complex reality should be seen as type of social interaction conditioned by culture.
