نوع مقاله : مقاله پژوهشی

نویسنده

• سارا سراج

استادیار، گروه مدیریت ورزشی،دانشگاه پیام نور،تهران،ایران.

چکیده

با توجه به اهمیت منابع انسانی در سازمان‌ها، شناخت عوامل مؤثر در کاهش ترک شغل، به‌ویژه سبک‌های رهبری مثبت و نقش میانجی تاب‌آوری روانی، اهمیت زیادی دارد. این پژوهش به مدل‌سازی تأثیر سبک‌های رهبری مثبت بر قصد ترک شغل با میانجی‌گری تاب‌آوری روان‌شناختی در سازمان‌های ورزشی ایران می‌پردازد. با استفاده از روش نمونه‌گیری تصادفی خوشه‌ای و با استفاده از پرسشنامه‌های استاندارد رهبری خدمتگزار لیدن و همکاران (2014) و پرسشنامه رهبری اصیل ادراک شده والومبوا و همکاران (۲۰۰۸) پرسشنامه رهبری تحول‌آفرین سیسوانتو استفاده شد. همچنین برای مقیاس تاب‌آوری از پرسشنامه تاب‌آوری اسمیت و همکاران (۲۰۰۸) و برای تمایل به ترک کار کارمندان از پرسشنامه قصد ترک کار مقیمی در کارمندان (1398) استفاده شده است. روایی پرسشنامه‌ها توسط استادان و متخصصان این حوزه تأیید شده است و پایایی پرسشنامه‌ها از روش آلفای کرونباخ اندازه‌گیری شد. پژوهش حاضر از نوع کمی و مقطعی بود که نمونه پژوهش در آن ۳۸۷ کارمند از سازمان‌های منتخب به صورت تمام شمار بودند. در قسمت آمار توصیفی از نمودار، جداول، میانگین، فراوانی و درصد استفاده خواهد شد. در قسمت آمار استنباطی از آزمون تحلیل مسیر و معادلات ساختاری استفاده شده است. نتایج پژوهش نشان می‌دهد که رهبری خدمتگزار (β = -0.278، p < 0.05 )، رهبری تحول‌آفرین (β = -0.287، p < 0.05) و رهبری اصیل (β = -0.302، (p < 0.05تأثیر منفی بر قصد ترک شغل دارند. علاوه‌بر این، تأثیر تاب‌آوری روان‌شناختی بر قصد ترک شغل نیز منفی است (β = -0.736، p < 0.05). همچنین نتایج تجزیه و تحلیل تأیید می‌کند که تاب‌آوری روان‌شناختی واسطه تأثیر رهبری خدمتگزار (β = -0.209، p < 0.05)، رهبری تحول‌آفرین (β = -0.183، p < 0.05) و رهبری اصیل (β = -0.160، p < 0.05) بر قصد ترک شغل می‌باشد

کلیدواژه‌ها

• تاب‌آوری روان‌شناختی
• سبک‌های رهبری مثبت‌گرا
• قصد ترک شغل
• سازمان‌های ورزشی
• ایران

موضوعات

• مدیریت رفتار سازمانی

عنوان مقاله [English]

Modeling the Impact of Positive Leadership Styles on Turnover Intention Through the Mediating Role of Psychological Resilience in Iranian Sports Organizations

نویسنده [English]

• sara seraj

Assistant Professor, Department of Sports Management, Payam Noor University, Tehran, Iran

چکیده [English]

Introduction                                  
Employee turnover intention is one of the most significant challenges faced by modern organizations, particularly in dynamic and high-pressure environments such as sports organizations. Employees in these contexts are often exposed to high levels of stress, demanding workloads, and continuous interpersonal interactions, which increase the likelihood of burnout and turnover intention. Therefore, identifying factors that can effectively reduce turnover intention is crucial for organizational sustainability.
This study investigates the impact of positive leadership styles—including servant leadership, transformational leadership, and authentic leadership—on turnover intention, with a particular focus on the mediating role of psychological resilience. Psychological resilience refers to the capacity of individuals to adapt to stressful conditions and recover from adversity, often emerging stronger from such experiences (Southwick et al., 2023; Masten, 2021).
The theoretical framework of this research integrates three prominent theories: Leader–Member Exchange (LMX) theory (Graen & Uhl-Bien, 1995), Conservation of Resources (COR) theory (Hobfoll, 1989), and the Job Demands–Resources (JD-R) model (Demerouti et al., 2021). These frameworks collectively explain how leadership behaviors, psychological resources, and job conditions interact to influence employee outcomes such as turnover intention.
 
Methodology
This study employed a quantitative, cross-sectional, and applied research design. The statistical population consisted of employees working in selected Iranian sports federations, representing various domains such as martial arts, aquatic sports, public sports, and medical sports organizations. A total of 400 questionnaires were distributed, and 387 valid responses were analyzed.
Standardized instruments were used for data collection, including:
Servant Leadership Scale (Liden et al., 2014), Authentic Leadership Questionnaire (Walumbwa et al., 2008), Transformational Leadership Questionnaire (Bass & Avolio, 2004), Psychological Resilience Scale (Smith et al., 2008), Turnover Intention Scale (Moghimy, 2019)
All variables were measured using a 5-point Likert scale. Reliability was confirmed through Cronbach’s alpha coefficients ranging from 0.76 to 0.90, indicating strong internal consistency.
Data were analyzed using Structural Equation Modeling (SEM) with SPSS 27 and AMOS 26, allowing for the examination of both direct and indirect relationships among variables.
Results
The findings of the study provide strong empirical support for the proposed model:
1.Impact of Leadership Styles on Psychological Resilience
All three leadership styles demonstrated significant positive effects on psychological resilience:Servant leadership (β = 0.284), Transformational leadership (β = 0.256), Authentic leadership (β = 0.214)  These results indicate that supportive and ethical leadership behaviors contribute to strengthening employees’ psychological capacities.

Direct Effects on Turnover Intention

Each leadership style had a significant negative effect on turnover intention: Servant leadership (β = -0.278), Transformational leadership (β = -0.287), Authentic leadership (β = -0.302), Psychological resilience also showed a strong negative relationship with turnover intention (β = -0.736), suggesting that resilient employees are less likely to leave their jobs.

Mediating Role of Psychological Resilience

The results confirmed that psychological resilience plays a significant mediating role:Servant leadership → resilience → turnover intention (β = -0.209), Transformational leadership → resilience → turnover intention (β = -0.183), Authentic leadership → resilience → turnover intention (β = -0.160)
This suggests that leadership styles reduce turnover intention partly by enhancing employees’ resilience.

Model Fit

The structural model demonstrated a good fit with the data (CFI = 0.962, RMSEA = 0.054), confirming the validity of the conceptual framework.
 
Discussion
The findings are consistent with previous research and theoretical perspectives. From the COR theory, leadership styles act as valuable social resources that enhance employees’ psychological resilience and help them cope with stress (Hobfoll, 1989; Bai & Bai, 2024)
From the LMX theory, high-quality leader–employee relationships increase trust, commitment, and job satisfaction, thereby reducing turnover intention (Graen & Uhl-Bien, 1995; Arnold et al., 2015)
Furthermore, the JD-R model explains the strong negative impact of resilience on turnover intention, as resilience functions as a personal resource that buffers the effects of job demands and prevents burnout (Demerouti et al., 2021; Xanthopoulou et al., 2023).
The stronger mediating effect observed for servant leadership may be attributed to its people-oriented nature, which emphasizes employee well-being, growth, and empowerment (Liden et al., 2014; Jakada, 2025).
Conclusion
This study demonstrates that positive leadership styles significantly reduce turnover intention, both directly and indirectly through psychological resilience. The integration of LMX, COR, and JD-R theories provides a comprehensive understanding of the mechanisms underlying these relationships.
From a practical standpoint, sports organizations should invest in leadership development programs that emphasize positive leadership behaviors and foster a supportive work environment that enhances employee resilience.

کلیدواژه‌ها [English]

• Psychological Resilience
• Positive Leadership Styles
• Turnover Intention
• Sports Organizations
• Iran