Liderazgo orientado a la gente encall centers

Federico R. León, Oswaldo Morales, Juan D. Ramos, Álvaro Goyenechea, Paul A. Rojas, José Meza and Andrés Burga-León

Journal of Economics, Finance and Administrative Science, 2017, vol. 22, issue 43, 154-167

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.

Keywords: Personnel management; Organizational theory and behaviour; Call center; Absenteeism; People-oriented leadership; Framework of values in competition (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:eme:jefasp:jefas-03-2017-0058

DOI: 10.1108/JEFAS-03-2017-0058

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