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Toksik Liderlik Örgütsel Esneklik Ve İş Biçimlendirmeyi Etkiler Mi? : Hizmet Sektörü Çalışanları Üzerinde Bir Araştırma

Year 2022, Volume: 24 Issue: 1, 260 - 285, 27.04.2022

Abstract

Bu çalışmanın amacı, karanlık liderlik özelliklerinden biri olarak tanımlanan toksik liderliğin, örgütsel kültür boyutlarından olan esneklik ve iş biçimlendirme davranışı üzerinde etkisinin olup olmadığının araştırılmasıdır. Çalışma, hizmet sektöründe çalışanların toksik liderlik algılarının onların örgütsel esneklik algılarına ile iş biçimlendirme davranışlarına etkilerini incelemektedir. Yerli ve yabancı yazında üç değişkenin tek bir model üzerinde ele alındığı bir çalışmaya ulaşılamamış olup, çalışmanın bu anlamda yazına değerli katkılar sunacağı değerlendirilmektedir. Araştırmanın örneklemini, Ankara İli’nde değişik sektörlerde (eğitim, finans, sağlık, güvenlik, vb.) faaliyet gösteren 396 hizmet çalışanı oluşturmaktadır. Çalışma kapsamında yapılan korelasyon ve hiyerarşik regresyon analizleri neticesinde toksik liderliğin, örgütsel esnekliği, iş biçimlendirme davranışını ve iş biçimlendirmenin alt boyutları olan görev, bilişsel ve ilişkisel biçimlendirmeyi negatif ve anlamlı olarak yordadığı tespit edilmiştir. Benzer şekilde çalışmada yapılan hiyerarşik regresyon neticesinde, örgütsel esneklik ve iş biçimlendirmenin ele alınan demografik değişkenler tarafından da anlamlı olarak yordandığı saptanmıştır. Bu çerçevede, çalışma kapsamında geliştirilen hipotezler kabul edilmiştir.

References

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DOES TOXIC LEADERSHIP AFFECT ORGANIZATIONAL LOOSENESS AND JOB CRAFTING: A RESEARCH ON SERVICE SECTOR WORKERS

Year 2022, Volume: 24 Issue: 1, 260 - 285, 27.04.2022

Abstract

The main purpose of this research is to search the effect of toxic leadership, known as one of the dark leadership characteristics, on organizational looseness which is the dimension of organizational culture and job crafting. The study examines the effects of toxic leadership perceptions of service sector employees on their perceptions of organizational looseness and job crafting behaviors. A study in which three variables were handled on a single model could not be found in literature, and it is considered that the study will make valuable contributions to the literature in this sense. The sample of the research, consists of 396 service workers operating in different sectors (education, finance, health, security, etc.) in Ankara Province. As measurement tools, the toxic leadership scale which is developed by Schmid (1996) and adapted to Turkish by Fındıklı et al. (2019); organizational flexibility scale developed by Gelfand et al. (2006) and adopted to Turkish by Özeren (2011) and job crafting scale, which is developed by Slem and Vella-Brodrick (2013) and adapted to Turkish by Kerse (2017) was used. As a result of the analyzes conducted within the scope of the study, it was determined that toxic leadership negatively and significantly predicted organizational looseness and job crafting and also task, cognitive and relational crafting, which are sub-dimensions of job crafting. Similarly, as a result of the hierarchical regression conducted within the scope of the study, it was determined that organizational looseness and job crafting were significantly predicted by the demographic variables discussed. Also, the hypotheses which developed within the scope of the study were accepted.

References

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  • Aktaş, M., Gelfand, M. J., & Hanges, P. J. (2016). Cultural tightness–looseness and perceptions of effective leadership. Journal of Cross-Cultural Psychology, 47(2), 294-309.
  • Alvesson, M., ve Billing, Y. D. (1992). Gender and organization: Towards a differentiated understanding. Organization Studies, 13(1), 073-103.
  • Appelbaum, S. H., ve Roy‐Girard, D. (2007). Toxins in the workplace: Affect on organizations and employees. Corporate Governance: The international journal of business in society.
  • Ashforth, B. E. (1994). Petty tyranny in organizations. Human Relations, 47, 755-778.
  • Aubrey, D. W. (2012). The effect of toxic leadership. Pennsylavia: United States Army War College.
  • Bahrami, H. (1992). The emerging flexible organization: Perspectives from Silicon Valley. California management review, 34(4), 33-52.
  • Balkundi, P., & Kilduff, M. (2005). The ties that lead: A social network approach to leadership. Leadership Quarterly, 16(6), 941–961.
  • Baron, R.M., Kenny, D.A. (1986). The Moderator Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations, Journal of Personality and Social Psychology, 51, 1173-1182.
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  • Baytok, A. (2006). Hizmet işletmelerinde örgüt kültürünün oluşturulmasında liderin rolü.
  • Behery, M., Al-Nasser, A. D., Jabeen, F., ve El Rawas, A. S. (2018). Toxıc Leadership And Organizational Citizenship Behavior: A Mediatıon Effect Of Followers'trust And Commitment In The Mıddle East. International journal of Business and Society, 19(3), 793-815.
  • Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2013). Job crafting and meaningful work.
  • Berg, J. M., Grant, A. M., & Johnson, V. (2010). When callings are calling: Crafting work and leisure in pursuit of unanswered occupational callings. Organization Science, 21, 973-994
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  • Blau, P. M. (1964). Social exchange theory. Retrieved September, 3(2007), 62.
  • Boddy, C. R., ve Croft, R. (2016). Marketing in a time of toxic leadership. Qualitative Market Research: An International Journal.
  • Breevaart, K., Bakker, A. B., Hetland, J., ve Hetland, H. (2014). The influence of constructive and destructive leadership behaviors on follower burnout. Burnout at work: A psychological perspective, 102-121.
  • Büyüköztürk, Ş., Çakmak, E. K., Akgün, Ö. E., Karadeniz, Ş. ve Demirel, F. (2008). Bilimsel Araştırma Yöntemleri (Geliştirilmiş 2. baskı), Ankara, Pegem Akademi ve Yayıncılık.
  • Büyüköztürk, Ş. (2007). Sosyal Bilimler İçin Veri Analizi El Kitabı, Ankara, Pegem Akademi ve Yayıncılık.
  • Chan, D. K., Gelfand, M. J., Triandis, H. C. ve Tzeng, O. (1996). Tightness Looseness Revisited: Some Preliminary Analyses in Japan and the United States. International Journal of Psychology. 31(1): 1-12.
  • Chatman, J. A. (1991). Matching people and organizations: Selection and socialization in public accounting firms. Administrative Science Quarterly, 36, 459–484.
  • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44-55.
  • Conger, J.A. (1999). Charismatic and transformataional leadership in organizations: An insider’s perspective on these developing streams of research. The leadership quarterly, 10(2), 145-179.
  • Çelebi, N., Güner, H. ve Yıldız, V. (2015). Toksik Liderlik Ölçeğinin Geliştirilmesi. Bartın Üniversitesi Eğitim Fakültesi Dergisi, 4(1), 249-268, Doi: 10.14686/BUEFAD.2015111056
  • Eraslan, L. (2011). Liderlikte post-modern bir paradigma: dönüşümcü liderlik. Journal of Human Sciences, 8(1).
  • Esteves, T., & Pereira Lopes, M. (2017). Leading to crafting: The relation between leadership perception and nurses’ job crafting. Western Journal of Nursing Research, 39(6), 763-783.
  • Fiedler, F. E. (1972). The effectiveness of leadership training and experience: A contingency model interpretation. Administrative Science Quarterly, 17(4), 455–463.
  • Fitzgibbons, K. A. (2018). The relation between toxic leadership and organizational climate: An investigation into the existence of toxic leadership within an organization and the effects those toxic elements have on organizational climate (Doctoral dissertation, Indiana Institute of Technology).
  • Flynn, G. (1999). Stop toxic managers before they stop you! Workforce, 78 (8), 40-44.
  • Gelfand, M. J., Nishii, L. H., ve Raver, J. L. (2006). On the nature and importance of cultural tightness-looseness. Journal of applied psychology, 91(6), 1225.
  • Ghitulescu, B. E. (2007). Shaping tasks and relationships at work: Examining the antecedents and consequences of employee job crafting (Doctoral dissertation, University of Pittsburgh).
  • Gibson, J.L., Ivancevich, J.M. ve Donnelly Jr. J.H. (2000). Organizations: Behavior, Structure, Processes, 10th ed. (Boston: Irwin McGraw Hill.)
  • Gilbert, J. A., Carr-Ruffino, N., Ivancevich, J. M., ve Konopaske, R. (2012). Toxic versus cooperative behaviors at work: the role of organizational culture and leadership in creating community-centered organizations. International Journal of Leadership Studies, 7(1), 29-47.
  • Grant, A. M., ve Ashford, S. J. (2008). The dynamics of proactivity at work. Research in organizational behavior, 28, 3-34.
  • Green, J. E. (2014). Toxic Leadership in Educational Organizations. Education Leadership Review, 15(1), 18-33.
  • Hampden-Turner, C., ve Trompenaars, F. (1996). A world turned upside down: doing business in Asia. Managing across cultures: Issues and perspectives, 275-308.
  • Harju, L. K., Schaufeli, W. B., & Hakanen, J. J. (2018). A multilevel study on servant leadership, job boredom and job crafting. Journal of Managerial Psychology.
  • Harms, P. D., Credé, M., Tynan, M., Leon, M., ve Jeung, W. (2017). Leadership and stress: A meta-analytic review. The leadership quarterly, 28(1), 178-194.ISO 690.
  • Hartnell, C. A., Kinicki, A. J., Lambert, L. S., Fugate, M., & Doyle Corner, P. (2016). Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions. Journal of Applied Psychology, 101, 846–861, https://doi.org/10.1037/apl0000083.
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There are 94 citations in total.

Details

Primary Language Turkish
Journal Section Main Section
Authors

Pınar Fayganoğlu 0000-0001-9447-4896

Rukiye Can Yalçın 0000-0003-4500-6935

Memduh Begenirbaş 0000-0003-0917-0973

Publication Date April 27, 2022
Published in Issue Year 2022 Volume: 24 Issue: 1

Cite

APA Fayganoğlu, P., Can Yalçın, R., & Begenirbaş, M. (2022). Toksik Liderlik Örgütsel Esneklik Ve İş Biçimlendirmeyi Etkiler Mi? : Hizmet Sektörü Çalışanları Üzerinde Bir Araştırma. Ankara Hacı Bayram Veli Üniversitesi İktisadi Ve İdari Bilimler Fakültesi Dergisi, 24(1), 260-285.