Liderazgo orientado a la gente en call centers

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

Abstract


Propósito – Los call centers generan estrés y ausentismo en el personal y la literatura sugiere que el liderazgo orientado a la gente es el tipo adecuado de supervisión para tal situación. Este estudio comparó sus
efectos versus los de otros tipos de liderazgo.

Metodología – Datos de ausentismo de 379 representantes de servicios al cliente de un call center peruano fueron analizados y los representantes respondieron a un cuestionario sobre el Marco de Valores en Competencia y sus cuatro tipos de liderazgo. Turnos diurnos y  nocturnos de trabajo fueron comparados.

Resultados – Se observó que el ausentismo declina con el liderazgo orientado a la gente, aunque solo en el turno diurno, y la adición de liderazgos orientados al cambio, los resultados y el control resta validez a los modelos.

Limitaciones/implicancias – Futuros estudios deberán abarcar el desempeño del trabajador. Los hallazgos sugieren una necesidad de volver a poner el foco teórico en las contingencias ambientales que
afectan la eficacia del liderazgo.

Originalidad/valor – Teóricos del liderazgo se preguntarán en qué circunstancias es efectivo el liderazgo múltiple. Gerentes de call centers apreciarán el valor organizacional del liderazgo orientado a la gente en el primer nivel de supervisión.

Purpose – Call centers generate stress and absenteeism in staff and the literature suggests that peopleoriented 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


Call center; gerencia de recursos humanos; liderazgo orientado a la gente; marco de valores en competencia; teoría y comportamiento organizacional; Personnel management; organizational theory and behaviour; call center; absenteeism

Full Text:

PDF

Refbacks

  • There are currently no refbacks.


Copyright (c) 2018 The bi-annual academic publication of Universidad ESAN

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The Universidad ESAN, with more than 50 years of experience in the higher education field and post graduate studies, desires to contribute to the academic community with the most outstanding pieces of research. We gratefully welcome suggestions and contributions from our readers in order to help
us hit our goals.