Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/190674
Authors: 
León, Federico R.
Burga-León, Andrés
Morales, Oswaldo
Year of Publication: 
2017
Citation: 
[Journal:] International Journal of Business Science & Applied Management (IJBSAM) [ISSN:] 1753-0296 [Volume:] 12 [Year:] 2017 [Issue:] 1 [Pages:] 29-43
Abstract: 
An ample repertoire of leadership behaviors available to the manager is expected to guarantee his/her effectiveness transcending situations, but research in the call-center context has identified a specific form of effective supervision: people-oriented leadership. The purpose of this paper is to compare the effectiveness of leader behavioral complexity vis-a-vis people-oriented supervision. 268 employees out of 728 of a Peruvian call center filled in an on-line survey that included, among other questionnaires, the Competing Values Framework Managerial Behavior Instrument in reference to their front-line supervisor. The study analyzed the relationships between supervisory leadership and subordinate turnover intention and absenteeism. Behavioral complexity, like people-oriented leadership, predicted subordinate turnover intention but did not predict subordinate absenteeism, which people-oriented leadership did when other leadership orientations (to change, results, processes) were held constant. Our explanations consider that absenteeism is a concrete behavior and turnover intention an abstract attitude. The findings are consistent with the call-center literature, suggest important boundaries to the concept of manager behavioral complexity, and highlight the need for contingency theories of leadership effectiveness.
Subjects: 
leader behavioral complexity
people-oriented leadership
absenteeism
competing values framework
Creative Commons License: 
https://creativecommons.org/licenses/by/2.0/uk/
Document Type: 
Article

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