Work Alienation and Organizational Leadership

James C. Sarros · George Tanewski · Richard Winter · Joseph C. Santora · Iain L. Densten

275 citations0/0 files storedBritish Journal of Management

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Job Satisfaction and Organizational Behavior Employee Performance and Management Workplace Health and Well-being

Abstract

This study examines the extent to which a leader’s behaviour (i.e. transactional and transformational styles) and aspects of an organization’s structure (i.e. centralization, formalization dimensions) directly and/or indirectly relate to elements of work alienation (i.e. powerlessness, meaninglessness, self estrangement). The study utilized structural equation modeling techniques to estimate the goodness of fit of a leadership–organizational structure–work alienation model based on the responses of personnel in a major US eastern seaboard fire department (a bureaucratic, quasi–military type organization) ( n = 326). Goodness of fit statistics indicate good fit to the observed data. Results show that transformational leadership was associated with lower work alienation, whereas transactional leadership was associated with higher work alienation. Organizational structure was not significantly predictive of work alienation, but was negatively associated with transformational leadership and positively associated with transactional leadership. The significant indirect effects between organizational structure and work alienation, and between organizational structure and transformational leadership, provide further evidence that the leadership style of the organization has a more significant impact on feelings of work alienation than antecedent conditions such as organization rigidity. The study argues that managers as well as leaders need to question bureaucratic orientations to work and manager Ãemployee relations by rethinking their value orientations and adapting new models that encourage individual fulfilment, learning and personal development.

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References

1991The fifth discipline, the art and practice of the learning organization 1987Leadership and Performance beyond Expectations 1948The Theory of Social and Economic Organization.1969The social psychology of organizing 1976Motivation through the design of work: test of a theory 1975Development of the Job Diagnostic Survey.1987Practical Issues in Structural Modeling 1974Labor and Monopoly Capital

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