Abstracts
Résumé
Promouvoir la collaboration en milieu de travail apparait essentiel afin de faire face aux défis économiques et sociaux auxquels font face les organisations. Des recherches précédentes indiquent qu’un leadership habilitant favorise les comportements de citoyenneté organisationnelle, dont font partie les partie les comportements d’entraide. Cette étude, réalisée auprès de 320 travailleurs, vérifie les mécanismes spécifiques reliant le leadership habilitant aux comportements d’entraide. Parmi trois médiateurs étudiés, seule la qualité de la relation avec le supérieur prédit ce type de comportements. Des analyses exploratoires permettent d’expliquer 15 % de la variance des comportements d’entraide au travail.
Mots-clés :
- comportements d’entraide,
- leadership habilitant,
- bien-être psychologique au travail,
- engagement organisationnel affectif,
- qualité de la relation avec son supérieur
Abstract
Promoting collaboration in the workplace appears essential to effectively address the economic and social challenges faced by our organizations. Previous research indicates that empowering leadership provides a fertile environment for helping behaviors. This study, involving 320 workers, aims to verify the underlying mechanisms linking empowering leadership to helping behaviors. Among three mediators examined, only the quality of the relationship with the superior predicts these behaviors. Additional exploratory analyses explain 15% of the variance in helping behavior in the workplace.
Keywords:
- helping behaviours,
- empowering leadership,
- psychological well-being at work,
- affective organizational commitment,
- leader-member exchange
Appendices
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