Liderazgo orientado a la gente en call centers

• Autores: León, Federico R., Morales, Oswaldo, Ramos, Juan D., Goyenechea, Álvaro, Rojas, Paul A., Meza, José, Burga León, Andrés Alberto
• Formato: artículo
• Fecha de Publicación: 2017
• Institución: Universidad de Lima
• Repositorio: ULIMA-Institucional
• Lenguaje: español
• OAI Identifier: oai:repositorio.ulima.edu.pe:20.500.12724/5650
• Enlace del recurso: https://hdl.handle.net/20.500.12724/5650; https://doi.org/10.1108/JEFAS-03-2017-0058
• Nivel de acceso: acceso abierto
• Materia: Leadership; Absenteeism (Labor); Sales personnel; Telemarketing; Call centers; Centros de atención telefónica; Liderazgo; Absentismo laboral; Vendedores; https://purl.org/pe-repo/ocde/ford#5.01.00

Purpose: Call centers generate stress and absenteeism in staff and the literature suggests that people-oriented 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.