رابطه بين سبك هاي رهبري مديران و تنيدگي رواني ناشي از شغل كاركنان با تاكيد بر گونه هاي شخصيتي

A Study on the Relationship Between Managersʹ Leadership Styles and the Employee Job Stress, with an Emphasis on Character Variances as an Intervention Variable

To get their goals and to influence on employees behavior, manager uses certain leadership styles. These styles maybe effective on increasing or reduction of job stress in employees. Character variances (A,B) of employees on the other hand, may play a role in reducing or increasing job stress. Considering character variances (A3) of subjects (independent variable), this research has studied the relationship between manager leadership styles (independent variable) and the degree of employees1 job stress (dependent variable). To perform this research a state organization, located in Tehran, was elected as the statistical population. After determining statistical sample (n=80) though an unproportional stratified random sampling method, questionnaires instrument (questionnaire for assessing leadership styles, questionnaire for assessing job stress and questionnaire for setting character variances) were used to collect the necessary data. The collected data were tested by Eexcel and SPSS soft wares. The result of testing research hypotheses and inferential and descriptive statistical analysis show that there is a significant or relation between leadership styles of managers In studied organization and the degree of job stress in its employees. In other words, acceptance of additional hypotheses show the acceptance of main hypothesis. Considering the results founded in every one of the leadership styles and the degree of prevalence of job stress among character variances (A3) these relations are different According to the results of this research, job stress, in general, is the most in Authoritarian Style of leadership (despotic-exploitative) and the least in consultative-participative on in terms of the degree of job stress prevalence, the supportive (parental) and delegative affirmative syles of leadership stand in research second and third places, respectively.