تاثیر رهبری تضایف‌گرایانه بر سرسختی شغلی با نقش میانجی مدیریت منابع انسانی پایدار و ترومای سازمانی

زمینه و هدف: نیروی انسانی مهم‌ترین و حیاتی‌ترین عنصر راهبردی در توفیق سازمان‌هاست که در این میان رهبران سازمان مهم‌ترین نقش و بیشترین تاثیر را دارا هستند. ازاین‌رو پژوهش حاضر با هدف تعیین تاثیر رهبری تضایف‌گرایانه بر سرسختی شغلی با نقش میانجی مدیریت منابع انسانی پایدار و ترومای سازمانی انجام‌شده است.روش شناسی: پژوهش حاضر به لحاظ هدف کاربردی، از حیث روش توصیفی - همبستگی بود. جامعه آماری تحقیق، کارکنان ستاد شرکت ملی پالایش و پخش فرآورده‌های نفتی می‌باشد که تعداد آن‌ها 435 نفر بودند. نمونه آماری با استفاده از رابطه کوکران 204 نفر برآورد و به روش نمونه‌گیری تصادفی طبقه‌ای انتخاب شدند. داده‌ها با استفاده از پرسشنامه جمع‌آوری و با نرم‌افزار مدل‌سازی معادلات ساختاری pls3 مورد تجزیه‌وتحلیل قرار گرفت.یافته ها: رهبری تضایف‌گرایانه بر سرسختی شغلی و مدیریت منابع انسانی پایدار تاثیر دارد. تاثیر مدیریت منابع انسانی پایدار بر سرسختی شغلی مورد تائید قرار گرفت. همچنین تاثیر رهبری تضایف‌گرایانه بر ترومای سازمانی و تاثیر ترومای سازمانی بر سرسختی شغلی تائید نشد و نتیجه گرفته شد که مدیریت منابع انسانی پایدار نقش میانجی در تاثیر رهبری تضایف‌گریانه بر سرسختی شغلی را ایفا می‌کند و نقش میانجی ترومای سازمانی تایید نشد.نتایج: رهبری تضایف‌گرایانه با دیدی جامع و سیستمی با توسعه قابلیت‌ها و توانمندی‌های منابع انسانی، شرایط پایداری آنان را در سازمان فراهم و منجر به توانایی و تحمل موقعیت‌های مشکل و سخت شغلی در سازمان می‌شود.

the impact of synergistic leadership on job hardiness with the mediating role of sustainable human resource management and organizational trauma

a b s t r a c tbackground and aim: manpower is the most vital strategic element in the success of organizations in the meantime, the leaders of the organization have the most important role and the most influence. therefore, the present study aimed to model the impact of synergistic leadership on occupational hardiness with the mediating role of sustainable human resource management and organizational trauma.methodology: the present study in terms of applied purpose, in terms of the descriptive-correlation method, is. the statistical population of the research is the staff of the national company for refining and distribution of petroleum products, which numbered 435 people. the statistical sample was estimated to be 204 using cochran's relation and selected by stratified random sampling. data was collected using a questionnaire and analyzed with pls3 structural equation modelling software.results: synergistic leadership affects occupational hardiness and sustainable human resource management. the impact of sustainable human resource management on occupational hardiness was confirmed. also, the effect of synergistic leadership on organizational trauma and the effect of organizational trauma on occupational hardiness was not confirmed and it was concluded that sustainable human resource management plays an intermediary role in the impact of synergistic leadership on occupational hardiness. the mediating role of organizational trauma was not confirmed.conclusion: synergistic leadership with a comprehensive and systematic vision, by developing the capabilities and sustainability of human resources, provides the conditions for their stability in the organization and leads to the ability and endurance of difficult and difficult job situations in the organizationextended abstractintroductionexposed to various blows and injuries that affect their performance and, of course, the company's performance. in this, the leaders of the organization have the most important role and the most impact. by adopting appropriate styles, leaders and managers can provide the basis for creating a sense of hope, strengthening optimism, reducing stress and anxiety, and increasing organizational identity in employees by providing a favourable platform. but in some organizations, managers neglect to use productive styles or they don't want to use such styles. the result of such decisions in the long term leads to the creation of an environment in which employees are not very satisfied and working in the organization will be accompanied by fear, stress and anxiety. it is also effective in employees' reactions to difficult job situations and events and will reduce their ability to tolerate and deal with difficult job situations. therefore, adopting the appropriate leadership style in the management of organizational trauma and improving the job tenacity of employees should be considered by the managers of iran's national petroleum refining and distribution company. therefore, the current research seeks to answer the question of whether assertive leadership has an effect on job toughness in the model that will be presented. also, these questions are raised about whether organizational trauma and sustainable human resource management have a mediating role in the effect of the independent variable on the dependent variable methodologythe current research is applied in terms of purpose and descriptive correlation in terms of method. the statistical population of the research was 435 employees of the headquarters of the national oil products refining and distribution company. the statistical sample size was estimated to be 204 people using cochran's formula and the statistical sample was selected by stratified random sampling. to collect data, 4 questionnaires were used. the first questionnaire is the standard questionnaire of assertive leadership by aybaghi esfahani et al. (2016), which measures assertive leadership with 22 items based on 4 dimensions; measures leadership behaviour, external forces, organizational structure and values, beliefs and attitudes. the second questionnaire is derived from the model of moreno et al. (2014), which measures job toughness with 17 items and is based on 3 dimensions; it measures control, challenge and commitment. the third questionnaire is the standard questionnaire of sustainable human resources management by arman et al. it examines and evaluates work-life balance, self-esteem and employability. the fourth questionnaire is vivaan and horman's (2015) standard questionnaire, which evaluates organizational trauma with 9 items and based on its 4 dimensions, i.e., human resources, environment, goals, and structure. data analysis was done using the structural equation modelling method based on smart pls3 software. to analyze the reliability of the research tool, cronbach's alpha coefficient and composite reliability were used. results and discussionto ensure the existence or non-existence of a causal relationship between the research variables and to check the suitability of the observed data with the conceptual model of the research, the research hypotheses were tested using the structural equation model. the findings of the research showed that positive leadership affects job tenacity and sustainable human resource management. the impact of sustainable human resource management on job tenacity was confirmed. also, the effect of assertive leadership on organizational trauma and the effect of organizational trauma on job toughness was not confirmed, and it was concluded that sustainable human resource management plays a mediating role in the effect of assertive leadership on job toughness, and the mediating role of organizational trauma was not confirmed conclusionthe prerequisite of a developed society is to have developed organizations, and developed organizations also get their real power and authority due to the existence of expert human resources, as strategic capital and leadership. humans who, by having the greatest source of power; that is, think can create the causes of excellence, movement and growth of organizations. in this way, leaders should also minimize trauma to the organization. on the other hand, the existence of effective manpower is one of the necessities for the progress and development of any country. based on this, the development of human resources should be aimed at increasing the motivation of employees, increasing productivity, building trust between employees and creating the necessary background for all qualified people to enter various jobs, among the methods that have found a special place in organizational effectiveness today. complementary leadership makes it easier to reach the above goals. complementary leadership with a comprehensive and systemic vision by developing the capabilities and capabilities of human resources provides the conditions for their stability in the organization and leads to the ability and endurance of difficult and difficult job situations in the organization. fundingthere is no funding support. authors’ contribution all of the authors approved thecontent of the manuscript and agreed on all aspects of the work. conflict of interest authors declared no conflict of interest. acknowledgmentswe are grateful to all the scientific consultants of this paper.