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Etik Liderliğin İş Katılımı Üzerindeki Etkisi: Türkiye'deki İnsani Yardım Kuruluşları Üzerine Bir Araştırma

Year 2020, Volume: 10 Issue: 1, 105 - 124, 30.06.2020
https://doi.org/10.31679/adamakademi.543702

Abstract

Bu çalışmanın amacı, etik liderliğin işe adanmışlığa ve işe adanmışlığın boyutlarına etkisini araştırmaktır. Çalışmada tanımlayıcı istatistikler, t testi, Anova testi, güvenilirlik, korelasyon ve regresyon analizleri yapılmıştır. Bu çalışma, Türkiye'deki insani yardım kuruluşlarında çalışan 1312 kişi üzerinde gerçekleştirilmiştir. Sonuç olarak, kurulan tüm hipotezlerin desteklendiği ve değişkenlerin birbirleri ile pozitif yönde anlamlı olarak ilişkili oldukları ortaya koyulmuştur. Etik liderliğin işe adanmışlık ve dinçlik, adanmışlık ve yoğunlaşma boyutları üzerinde önemli bir etkisi olduğu tespit edilmiştir. Bu sonuçlara ek olarak, bazı demografik değişkenler ile etik liderlik ve işe adanmışlık arasındaki ilişki de incelenmiştir. İşini iş dışında da devam ettiren çalışanların işe adanmışlıkları daha fazla iken işini sadece işinde devam eden çalışanlar işlerine daha fazla yoğunlaşmaktadırlar. İş tecrübesi fazla olmayan çalışanların da işlerinde daha fazla yoğunlaştıkları tespit edilmiştir. Orta yaş grubundaki çalışanların etik liderlik ve işe adanmışlık algıları daha yüksek bulunurken işlerinde daha dinç ve işlerine daha fazla yoğunlaştıkları belirtilmektedir. 30 yaşın altında ve 30 ile 40 yaş arasında bulunan çalışanların adanmışlık duyguları daha yüksektir

References

  • Arslantaş, C. C., & Dursun, M. (2008). Etik Liderlik Davranışının Yöneticiye Duyulan Güven ve Psikolojik Güçlendirme Üzerindeki Etkisinde Etkileşim Adaletini Dolaylı Rolü. Anadolu Üniversitesi Sosyal Bilimler Dergisi, 8(1), 111-128.
  • Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of educational psychology, 99(2), 274.
  • Bakker AB, Xanthopoulou D. 2009. The crossover of daily work engagement: test of an actor–partner interdependence model. J. Appl. Psychol. 94:1562–71
  • Bakker AB, Xanthopoulou D. 2013. Creativity and charisma among female leaders: the role of resources and work engagement. Int. J. Hum. Resour. Manag. 24:2760–79
  • Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career development international, 13(3), 209-223.
  • Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22(3), 187-200.
  • Bass, B. M. and P. Steidlmeier: 1999, Ethics, Character, and Authentic Transformational Leadership Behavior, The Leadership Quarterly 10, 181–217.
  • Bennett, C. (2002). United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA) Orientation Handbook. United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA).
  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The leadership quarterly, 17(6), 595-616.
  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97(2), 117-134.
  • Christian MS, Garza AS, Slaughter JE. 2011. Work engagement: a quantitative review and test of its relations with task and contextual performance. Pers. Psychol. 64:89–136
  • Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47.
  • Dictionary, O. E. (2008). Oxford english dictionary. Retrieved May, 30, 2008.
  • Engelbrecht, A. S., Heine, G., & Mahembe, B. (2014). The influence of ethical leadership on trust and work engagement: An exploratory study. SA Journal of Industrial Psychology, 40(1), 1-9.
  • İnan, M. (2012). İnsani yardım ve Avrupa Birliği boyutu (Doctoral dissertation, DEÜ Sosyal Bilimleri Enstitüsü).
  • Darcy, J., & Hofmann, C. (2003). According to need?: needs assessment and decision-making in the humanitarian sector.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), 692-724.
  • Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2011). Employee engagement: Tools for analysis, practice, and competitive advantage (Vol. 31). John Wiley & Sons.
  • Resick, C.J., Hanges, P.J., Dickson, M.W. ve Mitchelson, J.K. (2006) “A Cross-Cultural Examination of the Endorsement of Ethical Leadership” Journal of Business Ethics, 63:345-359.
  • Schaufeli, W. (2012). Work engagement: What do we know and where do we go?. Romanian Journal of Applied Psychology, 14(1), 3-10.
  • Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(3), 293-315.
  • Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.
  • Schaufeli, W., & Bakker, A. (2003). Utrecht Work Engagement Scale preliminary manual. Occupational Health Psychology Unit, Utrecht University.
  • Schaufeli WB, Van Rhenen W. 2006. Over de rol van positieve en negatieve emoties bij het welbevinden van managers: een studie met de Job-related Affective Well-being Scale (JAWS) [About the role of positive and negative emotions in managers’ well-being: a study using the Job-related Affective Well-being Scale (JAWS)]. Gedrag Organ. 19:323–44
  • Sugianingrat, I. A., Widani, P., Kerti, N. N., & Yasa, D. K. Sintaasih ve Made, Subudi (2017),“The Influence of Ethical Leadership on Employee Performance through Employee Engagement”. IOSR Journal of Humanities and Social Science (IOSR-JHSS), 22(12), 4-11.
  • Taşlıyan, M., Hırlak, B., Çiftçi, G.E., & Fidan, E. (2016). Etik Liderliğin Örgütsel Güven Ve İşe Adanmışlık Üzerine Etkisi. I. Uluslararası Sosyal Bilimler Sempozyumu, Elâzığ.
  • Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human relations, 56(1), 5-37.
  • Tuna, M., Bircan, H., & Yeşiltaş, M. (2012). Etik Liderlik Ölçeği’nin Geçerlilik Ve Güvenilirlik Çalışması: Antalya Örneği. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 26(2).
  • Turgut, T. (2011). “Çalışmaya tutkunluk: İş yükü, esnek çalışma saatleri, yönetici desteği ve iş-aile çatışması ile ilişkileri”. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 25 (3-4): 155-179.
  • Zhu, W., May, D.R. ve Avolio, B.J. (2004) “The Impact of Ethical Leadership Behavior on Employee Outcomes: The Roles of Psychological Empowerment and Authenticity” Journal of Leadership and Organizational Studies, 11(1):16-26

The Effect of Ethical Leadership on Work Engagement: A Study on Humanitarian Aid Organizations in Turkey

Year 2020, Volume: 10 Issue: 1, 105 - 124, 30.06.2020
https://doi.org/10.31679/adamakademi.543702

Abstract

The aim of the study is to survey the influence of ethical leadership on work engagement and its dimenions. Furthermore, we examined the descriptive statistics, t- test, anova test, reliability, correlation and regression analysis. It is noted that this examination is based on a survey of humanitarian aid organizations and 1312 people working for humanitarian aid organizations in Turkey. Consequently, it is found that all established hypotheses are supported and they are positively related to each other. Ethical leadership has a significant effect on work engagement and its dimensions which are vigor, dedication and absorption. In addition to these results, the relationship between some demographic variables and ethical leadership and work engagement is also investigated. Employees who keep their business both at work and out of work are more dedicated and employees who keep their business only at work are more absorptive. Employees who don’t have much experience at work are more absorptive. Employees who are at the middle age group have greater sense of perceived ethical leadership and work engagement, more vigorous and absorptive. Employees whose ages are less than 30 and between the ages of 30 and 40 are more dedicated.

References

  • Arslantaş, C. C., & Dursun, M. (2008). Etik Liderlik Davranışının Yöneticiye Duyulan Güven ve Psikolojik Güçlendirme Üzerindeki Etkisinde Etkileşim Adaletini Dolaylı Rolü. Anadolu Üniversitesi Sosyal Bilimler Dergisi, 8(1), 111-128.
  • Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of educational psychology, 99(2), 274.
  • Bakker AB, Xanthopoulou D. 2009. The crossover of daily work engagement: test of an actor–partner interdependence model. J. Appl. Psychol. 94:1562–71
  • Bakker AB, Xanthopoulou D. 2013. Creativity and charisma among female leaders: the role of resources and work engagement. Int. J. Hum. Resour. Manag. 24:2760–79
  • Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career development international, 13(3), 209-223.
  • Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22(3), 187-200.
  • Bass, B. M. and P. Steidlmeier: 1999, Ethics, Character, and Authentic Transformational Leadership Behavior, The Leadership Quarterly 10, 181–217.
  • Bennett, C. (2002). United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA) Orientation Handbook. United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA).
  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The leadership quarterly, 17(6), 595-616.
  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97(2), 117-134.
  • Christian MS, Garza AS, Slaughter JE. 2011. Work engagement: a quantitative review and test of its relations with task and contextual performance. Pers. Psychol. 64:89–136
  • Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47.
  • Dictionary, O. E. (2008). Oxford english dictionary. Retrieved May, 30, 2008.
  • Engelbrecht, A. S., Heine, G., & Mahembe, B. (2014). The influence of ethical leadership on trust and work engagement: An exploratory study. SA Journal of Industrial Psychology, 40(1), 1-9.
  • İnan, M. (2012). İnsani yardım ve Avrupa Birliği boyutu (Doctoral dissertation, DEÜ Sosyal Bilimleri Enstitüsü).
  • Darcy, J., & Hofmann, C. (2003). According to need?: needs assessment and decision-making in the humanitarian sector.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), 692-724.
  • Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2011). Employee engagement: Tools for analysis, practice, and competitive advantage (Vol. 31). John Wiley & Sons.
  • Resick, C.J., Hanges, P.J., Dickson, M.W. ve Mitchelson, J.K. (2006) “A Cross-Cultural Examination of the Endorsement of Ethical Leadership” Journal of Business Ethics, 63:345-359.
  • Schaufeli, W. (2012). Work engagement: What do we know and where do we go?. Romanian Journal of Applied Psychology, 14(1), 3-10.
  • Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(3), 293-315.
  • Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.
  • Schaufeli, W., & Bakker, A. (2003). Utrecht Work Engagement Scale preliminary manual. Occupational Health Psychology Unit, Utrecht University.
  • Schaufeli WB, Van Rhenen W. 2006. Over de rol van positieve en negatieve emoties bij het welbevinden van managers: een studie met de Job-related Affective Well-being Scale (JAWS) [About the role of positive and negative emotions in managers’ well-being: a study using the Job-related Affective Well-being Scale (JAWS)]. Gedrag Organ. 19:323–44
  • Sugianingrat, I. A., Widani, P., Kerti, N. N., & Yasa, D. K. Sintaasih ve Made, Subudi (2017),“The Influence of Ethical Leadership on Employee Performance through Employee Engagement”. IOSR Journal of Humanities and Social Science (IOSR-JHSS), 22(12), 4-11.
  • Taşlıyan, M., Hırlak, B., Çiftçi, G.E., & Fidan, E. (2016). Etik Liderliğin Örgütsel Güven Ve İşe Adanmışlık Üzerine Etkisi. I. Uluslararası Sosyal Bilimler Sempozyumu, Elâzığ.
  • Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human relations, 56(1), 5-37.
  • Tuna, M., Bircan, H., & Yeşiltaş, M. (2012). Etik Liderlik Ölçeği’nin Geçerlilik Ve Güvenilirlik Çalışması: Antalya Örneği. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 26(2).
  • Turgut, T. (2011). “Çalışmaya tutkunluk: İş yükü, esnek çalışma saatleri, yönetici desteği ve iş-aile çatışması ile ilişkileri”. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 25 (3-4): 155-179.
  • Zhu, W., May, D.R. ve Avolio, B.J. (2004) “The Impact of Ethical Leadership Behavior on Employee Outcomes: The Roles of Psychological Empowerment and Authenticity” Journal of Leadership and Organizational Studies, 11(1):16-26
There are 30 citations in total.

Details

Primary Language English
Journal Section Articles
Authors

Canan Çetin 0000-0002-3498-3346

Ezgi Dede 0000-0002-3975-0904

Serdar Eryılmaz This is me 0000-0002-7321-374X

Publication Date June 30, 2020
Submission Date March 23, 2019
Published in Issue Year 2020 Volume: 10 Issue: 1

Cite

APA Çetin, C., Dede, E., & Eryılmaz, S. (2020). The Effect of Ethical Leadership on Work Engagement: A Study on Humanitarian Aid Organizations in Turkey. Adam Academy Journal of Social Sciences, 10(1), 105-124. https://doi.org/10.31679/adamakademi.543702

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