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EXAMINING THE RELATIONSHIP BETWEEN VISIONARY AND SYMBIOTIC LEADERSHIP AND EMPLOYEE EMPOWERMENT

Year 2021, Volume: 4 Issue: 1, 41 - 58, 30.06.2021

Abstract

Visionary and symbiotic leadership are modern leadership styles that place emphasis on the relationship between a leader and followers. Predicting that visionary leaders who offer a change in the organization and try to influence the attitudes, perceptions and behaviors of the followers to adopt the vision throughout the organization, encourage empowerment in the leadership process. Symbiotic relationships are established between the leader and his followers as a result of mutual expectations, mutual benefit and trust concepts that manifest themselves in the organization. Symbiotic leadership considering the common interest in the two sides realizes on the symbiotic relationship between the parties, symbiosis, common goal and trust. The qualified relationships and trust environment established by the leaders and followers in line with the common goal point to employee empowerment. Employee empowerment can be seen as an important tool used by visionary leaders and symbiotic leaders in achieving the goal of organizations. The aim of the study is to illustrate the relationship between visionary and symbiotic leadership and employee empowerment. Considering literature, a conceptual framework is drawn.

References

  • Agle, B.R. (1993), “Charismatic chief executive officers: are they more effective? An empirical test of charismatic leadership theory”, unpublished doctoral dissertation, University of Washington, Bothell, WA.
  • Andrews, R. (1990). Beyond compliance: The obligations of leadership. Educational Perspectives, 27(1), 27-30.
  • Bass, B.M. (1990). Bass & Stogdill’s handbook of leadership, 3rd edition. New York, NY: The Free Press.
  • Boardman, C. M., & Kato, H. K. (2003). The Confucian roots of business Kyosei. Journal of Business Ethics, 48(4), 317-333.
  • Bodner, S. L. (2004). Dimensional assessment of empowerment in organizations.
  • Brookfield, S., & Preskill, S. (2009). Learning as a way of leading: Lessons from the struggle for social justice. Jossey-Bass.
  • Brown, K. M., & Anfara Jr, V. A. (2003). Paving the way for change: Visionary leadership in action at the middle level. Nassp Bulletin, 87(635), 16-34.
  • Chally, P. S. (1992). Empowerment through teaching. Journal of nursing education, 31(3), 117-120.
  • Chaurasia, S., & Shukla, A. (2013). The influence of leader-member exchange relations on employee engagement and work role performance. International Journal of Organization Theory & Behavior.
  • Cheema, S., Akram, A., & Javed, F. (2015). Employee engagement and visionary leadership: Impact on customer and employee satisfaction. Journal of Business Studies Quarterly, 7(2), 139.
  • Colton, D. L. (1985). Vision. NationalForum, 65(2), 33-35.
  • Conger, J. A., & Kanungo, R. N. (1988). Behavioral dimensions of charismatic leadership.
  • Conley, D. T. (1996). Are You Ready To Restructure? A Guidebook for Educators, Parents, and Community Members. Corwin Press, Inc., 2455 Teller Road, Thousand Oaks, CA 91320.
  • Cook, S. (1994). “The cultural implications of empowerment”, Empowerment in Organizations, Vol. 2 No. 1, pp. 9-13.
  • Çolakoğlu, M. (2019). Organizasyonları Yönetmek “ Simbiyoz Yönetim”, Harvard Business Review. Erişim Tarihi: 03.02.2020, https://www.taider.org.tr/images/belgeler/organizasyonlari_yonetmek_simbiyoz_yonetim.pdf
  • DeMoss, K. (2002). Leadership styles and high-stakes testing: Principals make a difference. Education & Urban Society, 35(1), 111–132.
  • Dev Amar, A. (2001). Leading for innovation through symbiosis. European Journal of Innovation Management, 4(3), 126-133.
  • Dhammika, K. A. S. (2016). Visionary leadership and organizational commitment: the mediating effect of leader member exchange (LMX). Wayamba Journal of Management, 4(1).
  • Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of management review, 11(3), 618-634.
  • Dumdum, U.R., Lowe, K.B. and Avolio, B.J. (2002), “A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: an update and extension”, Transformational and Charismatic Leadership, Vol. 2, pp. 35-66.
  • Edwards, M. R. (1992). Symbiotic leadership: A creative partnership for managing organizational effectiveness. Business Horizons, 35(3), 28-34.
  • Eraslan, L. (2011). Liderlikte post-modern bir paradigma: dönüşümcü liderlik. Journal of Human Sciences, 8(1).
  • Erstad, M. (1997). Empowerment and organizational change. International Journal of Contemporary Hospitality Management, 9(7), 325-333.
  • Fiedler, A. M. (1993). The effect of vision congruence on employee empowerment, commitment, satisfaction, and performance.
  • Gerth, H., & Mills, C. W. (1952). A sociological note on leadership. JE Hulett & R.
  • Gomez, C., & Rosen, B. (2001). The leader–member exchange as a link between managerial trust and employee empowerment. Group & Organization Management, 26, 53-69.
  • Graedel, T. E., & Allenby, B. R. (2010). Industrial Ecology and Sustainable Engineering: International Edition (p. 425). Pearson Education Inc., Upper Saddle River, Prentice Hall.
  • Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in organizational behavior.
  • Groves, K. S. (2006). Leader emotional expressivity, visionary leadership, and organizational change. Leadership & Organization Development Journal, 27(7), 566-583.
  • Herrenkohl, R. C., Judson, G. T., & Heffner, J. A. (1999). Defining and measuring employee empowerment. Journal of Applied Behavioral Science, 35(3), 373-389.
  • House, R. J., & Aditya, R. N. (1997). The social scientific study of leadership: Quo vadis?. Journal of management, 23(3), 409-473.
  • Howe, W., & Lipscomb, C. (1995). The Leadership Student and the Leadership Teacher: A Trans-Role/Transatlantic Dialogue. Journal of Leadership Studies, 2(3), 91-99.
  • Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-businessunit performance. Journal of Applied Psychology, 78(6), 891–902. doi: 10.1037//0021- 9010.78.6.891.
  • Im Lee, S., Murphy-Shigematsu, S., & Befu, H. (Eds.). (2006). Japan's diversity dilemmas: Ethnicity, citizenship, and education. iUniverse.
  • Jones, P., Palmer, J., Whitehead, D. and Osterweil, C. (1996), “Performance through people”, Empowerment in Organizations, Vol. 4 No. 4, pp. 23-7.
  • Kaku, R. (1997). The path of Kyosei. Harvard Business Review, 75, 55-64.
  • Kappelman, L.A. and Richards, T.C. (1996), “Training, empowerment, and creating a culture for change”, Empowerment in Organizations, Vol. 4 No. 3, pp. 26-9.
  • Keidanren (The Japan Federation of Economic Organizations). (1995). Japan's Agenda for the Future: Building a Dynamic and Creative Society, https://www.keidanren.or.jp/english/policy/pol021.html. (Erişim Tarihi: 11.03.2021).
  • Kirby, P. C., Paradise, L. V., & King, M. I. (1992). Extraordinary leaders in education: Understanding transformational leadership. The Journal of educational research, 85(5), 303-311.
  • Kotter, J. P. (1998). Matsushita liderliği. Çev. Tevfik ERTAN, Sistem Y., İstanbul.
  • Köksal, O. (2011). Organizasyonel Etkinliği Sağlamanın Yeni Yolu: Simbiyotik Liderlik.
  • Liden, R. C., Wayne, S. J., & Stilwell, D. (1993). A longitudinal study on the early development of leader-member exchanges. Journal of applied psychology, 78(4), 662.
  • Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20, 709-734.
  • McAllister, D. J. (1995). Affective and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38, 24-59.
  • Mike, J. (1995). Managing in the next millennium: a unique collection of insights from the world's top management commentators, A Butterworth-Heinemann Title.
  • Mishra, R. D. (2019). Employee empowerment and organizational effectiveness in the organizations. International Journal of Scientific Research in Management and Business Administration, 1(1), 5-11.
  • Montgomery, P. S., & Growe, R. (2003). Visionary leaders by design. Advancing Women in Leadership, 13.
  • Murakami, T. (1992). Kyosei and the next generation of Japanese-style management. Nomura Research Institute Quarterly, 2-27.
  • Murakami, T. (1994). Japonya’nın Kyosei Hamlesi, (Çev. Deniz Büyükkılıç), Verimlilik Dergisi MPM Yayını, 4, 103-112.
  • Nirun, N., (1991). Sosyal Dinamik Bünye Analizi, Atatürk Kültür Merkezi Yayını, Sayı: 56, Ankara.
  • Nixon, B. (1994), “Developing an empowering culture in organizations”, Empowerment in Organizations, Vol. 2 No. 1, pp. 14-24.
  • Petter, J., Byrnes, P., Choi, D., Fegan, F., & Miller, R. (2002). Dimensions and patterns in employee empowerment: Assessing what matters to street-level bureaucrats. Journal of Public Administration Research and Theory, 12(4), 377-401
  • Pitts, D. W. (2005). Leadership, empowerment, and public organizations. Review of Public Personnel Administration, 25(1), 5-28.
  • Prasad, K. A. (2016). Empirical Study on the Dimensions of Employee Empowerment. International Journal of Latest Technology in Engineering, Management & Applied Science, V(X), 39-45.
  • Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The leadership quarterly, 15(3), 329-354.
  • Randolph, W. A. (1995). The leadership challenge of changing to a culture of empowerment. Executive Development, 8(1), 5-8.
  • Sashkin, M. (1996). The visionary leader: Leader behavior questionnaire (rev. ed.). Amherst, MA: Human Resource Development Press.
  • Sashkin, M., & Walberg, H. J. (1993). Educational leadership and school culture. Berkeley, CA: McCutchan.
  • Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader—member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101-110.
  • Schneider, J. K., Dowling, M., & Raghuram, S. (2007). Empowerment as a success factor in start-up companies. Review of Managerial Science, 1(2), 167-184.
  • Schyns, B., & Day, D. (2010). Critique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence. European journal of work and organizational psychology, 19(1), 1-29.
  • Sergiovanni, T. J. (1994). Building community in schools. San Fransisco, CA: Jossey-Bass.
  • Smith, R. M. (1997). Defining Leadership through Followership: Concepts for Approaching Leadership Development.
  • Sohmen, V. S. (2013). Leadership and teamwork: Two sides of the same coin. Journal of IT and Economic Development, 4(2), 1-18.
  • Sparrowe, R. T., & Liden, R. C. (1997). Process and structure in leader-member exchange. Academy of management Review, 22(2), 522-552.
  • Spreitzer, G. M. (1995). An empirical test of a comprehensive model of intrapersonal empowerment in the workplace. American journal of community psychology, 23(5), 601-629.
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.
  • Stam, D. A., Van Knippenberg, D., & Wisse, B. (2010). The role of regulatory fit in visionary leadership. Journal of Organizational Behavior, 31(4), 499-518.
  • Starratt, R. (1995). Leaders with vision: The quest for school renewal. Thousand Oaks, CA: Corwin Press.
  • Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of management review, 15(4), 666-681.
  • Waldman, D.A., Ramirez, G.G., House, R.J. and Puranam, P. (2001), “Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty”, Academy of Management Journal, Vol. 44, pp. 134-43.
  • Wat, D., & Shaffer, M. A. (2005). Equity and relationship quality influences on organizational citizenship behaviors: The mediating role of trust in the supervisor and empowerment. Personnel Review, 34, 406-422.
  • Westley, F., & Mintzberg, H. (1989). Visionary leadership and strategic management. Strategic management journal, 10(S1), 17-32.
  • Whetten, D. A. & Cameron, K. S. (2011). Developing management skills. Upper Saddle River, NJ: Prentice Hall/Pearson
  • Whitaker, K. S. (1994). The restructuring handbook: A guide to school revitalization. Allyn & Bacon.
  • Wilkinson, A. (1998). Empowerment: theory and practice. Personnel review, 27(1), 40-56.
  • Wilson, K. S., Sin, H. P., & Conlon, D. E. (2010). What about the leader in leader-member exchange? The impact of resource exchanges and substitutability on the leader. Academy of Management Review, 35(3), 358-372.
  • Wokutch, R. E., & Shepard, J. M. (1999). The maturing of the Japanese economy: Corporate social responsibility implications. Business Ethics Quarterly, 527-540.
  • Zaccaro, S. J., & Horn, Z. N. (2003). Leadership theory and practice: Fostering an effective symbiosis. The Leadership Quarterly, 14(6), 769-806.

VİZYONER VE SİMBİYOTİK LİDERLİK İLE PERSONEL GÜÇLENDİRME ARASINDAKİ İLİŞKİNİN İNCELENMESİ

Year 2021, Volume: 4 Issue: 1, 41 - 58, 30.06.2021

Abstract

Vizyoner liderlik ve simbiyotik liderlik, lider ile takipçiler arasındaki ilişkilere önem veren modern liderlik tarzlarıdır. Örgütte değişimi sağlayan ve vizyonun örgüt çapında benimsenmesi için takipçilerin tutum, algı ve davranışlarını etkilemeye çalışan vizyoner liderlerin liderlik sürecinde güçlendirmeyi teşvik ettiği öngörülmektedir. Örgüt içerisinde kendini gösteren karşılıklı beklentiler, karşılıklı fayda ve güven kavramları sonucunda lider ile takipçileri arasında simbiyotik ilişkiler kurulmaktadır. İki tarafın karşılıklı yararını düşünen, simbiyotik liderlik, taraflar arasındaki simbiyotik ilişki, ortak yaşam, ortak amaç ve güven üzerine gerçekleşmektedir. Lider ve takipçilerin ortak amaç doğrultusunda kurmuş olduğu kaliteli ilişkiler ve güven ortamı personel güçlendirmeye işaret etmektedir. Personel güçlendirme, örgütlerin amacını gerçekleştirirken vizyoner liderler ve simbiyotik liderler tarafından kullanılan önemli bir araç olarak görülebilir. Bu çalışmanın amacı, vizyoner ve simbiyotik liderlik ile personel güçlendirme arasındaki ilişkiyi ortaya koymaktır. Çalışmada literatürden yola çıkarak kavramsal bir çerçeve çizilmektedir.

References

  • Agle, B.R. (1993), “Charismatic chief executive officers: are they more effective? An empirical test of charismatic leadership theory”, unpublished doctoral dissertation, University of Washington, Bothell, WA.
  • Andrews, R. (1990). Beyond compliance: The obligations of leadership. Educational Perspectives, 27(1), 27-30.
  • Bass, B.M. (1990). Bass & Stogdill’s handbook of leadership, 3rd edition. New York, NY: The Free Press.
  • Boardman, C. M., & Kato, H. K. (2003). The Confucian roots of business Kyosei. Journal of Business Ethics, 48(4), 317-333.
  • Bodner, S. L. (2004). Dimensional assessment of empowerment in organizations.
  • Brookfield, S., & Preskill, S. (2009). Learning as a way of leading: Lessons from the struggle for social justice. Jossey-Bass.
  • Brown, K. M., & Anfara Jr, V. A. (2003). Paving the way for change: Visionary leadership in action at the middle level. Nassp Bulletin, 87(635), 16-34.
  • Chally, P. S. (1992). Empowerment through teaching. Journal of nursing education, 31(3), 117-120.
  • Chaurasia, S., & Shukla, A. (2013). The influence of leader-member exchange relations on employee engagement and work role performance. International Journal of Organization Theory & Behavior.
  • Cheema, S., Akram, A., & Javed, F. (2015). Employee engagement and visionary leadership: Impact on customer and employee satisfaction. Journal of Business Studies Quarterly, 7(2), 139.
  • Colton, D. L. (1985). Vision. NationalForum, 65(2), 33-35.
  • Conger, J. A., & Kanungo, R. N. (1988). Behavioral dimensions of charismatic leadership.
  • Conley, D. T. (1996). Are You Ready To Restructure? A Guidebook for Educators, Parents, and Community Members. Corwin Press, Inc., 2455 Teller Road, Thousand Oaks, CA 91320.
  • Cook, S. (1994). “The cultural implications of empowerment”, Empowerment in Organizations, Vol. 2 No. 1, pp. 9-13.
  • Çolakoğlu, M. (2019). Organizasyonları Yönetmek “ Simbiyoz Yönetim”, Harvard Business Review. Erişim Tarihi: 03.02.2020, https://www.taider.org.tr/images/belgeler/organizasyonlari_yonetmek_simbiyoz_yonetim.pdf
  • DeMoss, K. (2002). Leadership styles and high-stakes testing: Principals make a difference. Education & Urban Society, 35(1), 111–132.
  • Dev Amar, A. (2001). Leading for innovation through symbiosis. European Journal of Innovation Management, 4(3), 126-133.
  • Dhammika, K. A. S. (2016). Visionary leadership and organizational commitment: the mediating effect of leader member exchange (LMX). Wayamba Journal of Management, 4(1).
  • Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of management review, 11(3), 618-634.
  • Dumdum, U.R., Lowe, K.B. and Avolio, B.J. (2002), “A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: an update and extension”, Transformational and Charismatic Leadership, Vol. 2, pp. 35-66.
  • Edwards, M. R. (1992). Symbiotic leadership: A creative partnership for managing organizational effectiveness. Business Horizons, 35(3), 28-34.
  • Eraslan, L. (2011). Liderlikte post-modern bir paradigma: dönüşümcü liderlik. Journal of Human Sciences, 8(1).
  • Erstad, M. (1997). Empowerment and organizational change. International Journal of Contemporary Hospitality Management, 9(7), 325-333.
  • Fiedler, A. M. (1993). The effect of vision congruence on employee empowerment, commitment, satisfaction, and performance.
  • Gerth, H., & Mills, C. W. (1952). A sociological note on leadership. JE Hulett & R.
  • Gomez, C., & Rosen, B. (2001). The leader–member exchange as a link between managerial trust and employee empowerment. Group & Organization Management, 26, 53-69.
  • Graedel, T. E., & Allenby, B. R. (2010). Industrial Ecology and Sustainable Engineering: International Edition (p. 425). Pearson Education Inc., Upper Saddle River, Prentice Hall.
  • Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in organizational behavior.
  • Groves, K. S. (2006). Leader emotional expressivity, visionary leadership, and organizational change. Leadership & Organization Development Journal, 27(7), 566-583.
  • Herrenkohl, R. C., Judson, G. T., & Heffner, J. A. (1999). Defining and measuring employee empowerment. Journal of Applied Behavioral Science, 35(3), 373-389.
  • House, R. J., & Aditya, R. N. (1997). The social scientific study of leadership: Quo vadis?. Journal of management, 23(3), 409-473.
  • Howe, W., & Lipscomb, C. (1995). The Leadership Student and the Leadership Teacher: A Trans-Role/Transatlantic Dialogue. Journal of Leadership Studies, 2(3), 91-99.
  • Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-businessunit performance. Journal of Applied Psychology, 78(6), 891–902. doi: 10.1037//0021- 9010.78.6.891.
  • Im Lee, S., Murphy-Shigematsu, S., & Befu, H. (Eds.). (2006). Japan's diversity dilemmas: Ethnicity, citizenship, and education. iUniverse.
  • Jones, P., Palmer, J., Whitehead, D. and Osterweil, C. (1996), “Performance through people”, Empowerment in Organizations, Vol. 4 No. 4, pp. 23-7.
  • Kaku, R. (1997). The path of Kyosei. Harvard Business Review, 75, 55-64.
  • Kappelman, L.A. and Richards, T.C. (1996), “Training, empowerment, and creating a culture for change”, Empowerment in Organizations, Vol. 4 No. 3, pp. 26-9.
  • Keidanren (The Japan Federation of Economic Organizations). (1995). Japan's Agenda for the Future: Building a Dynamic and Creative Society, https://www.keidanren.or.jp/english/policy/pol021.html. (Erişim Tarihi: 11.03.2021).
  • Kirby, P. C., Paradise, L. V., & King, M. I. (1992). Extraordinary leaders in education: Understanding transformational leadership. The Journal of educational research, 85(5), 303-311.
  • Kotter, J. P. (1998). Matsushita liderliği. Çev. Tevfik ERTAN, Sistem Y., İstanbul.
  • Köksal, O. (2011). Organizasyonel Etkinliği Sağlamanın Yeni Yolu: Simbiyotik Liderlik.
  • Liden, R. C., Wayne, S. J., & Stilwell, D. (1993). A longitudinal study on the early development of leader-member exchanges. Journal of applied psychology, 78(4), 662.
  • Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20, 709-734.
  • McAllister, D. J. (1995). Affective and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38, 24-59.
  • Mike, J. (1995). Managing in the next millennium: a unique collection of insights from the world's top management commentators, A Butterworth-Heinemann Title.
  • Mishra, R. D. (2019). Employee empowerment and organizational effectiveness in the organizations. International Journal of Scientific Research in Management and Business Administration, 1(1), 5-11.
  • Montgomery, P. S., & Growe, R. (2003). Visionary leaders by design. Advancing Women in Leadership, 13.
  • Murakami, T. (1992). Kyosei and the next generation of Japanese-style management. Nomura Research Institute Quarterly, 2-27.
  • Murakami, T. (1994). Japonya’nın Kyosei Hamlesi, (Çev. Deniz Büyükkılıç), Verimlilik Dergisi MPM Yayını, 4, 103-112.
  • Nirun, N., (1991). Sosyal Dinamik Bünye Analizi, Atatürk Kültür Merkezi Yayını, Sayı: 56, Ankara.
  • Nixon, B. (1994), “Developing an empowering culture in organizations”, Empowerment in Organizations, Vol. 2 No. 1, pp. 14-24.
  • Petter, J., Byrnes, P., Choi, D., Fegan, F., & Miller, R. (2002). Dimensions and patterns in employee empowerment: Assessing what matters to street-level bureaucrats. Journal of Public Administration Research and Theory, 12(4), 377-401
  • Pitts, D. W. (2005). Leadership, empowerment, and public organizations. Review of Public Personnel Administration, 25(1), 5-28.
  • Prasad, K. A. (2016). Empirical Study on the Dimensions of Employee Empowerment. International Journal of Latest Technology in Engineering, Management & Applied Science, V(X), 39-45.
  • Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The leadership quarterly, 15(3), 329-354.
  • Randolph, W. A. (1995). The leadership challenge of changing to a culture of empowerment. Executive Development, 8(1), 5-8.
  • Sashkin, M. (1996). The visionary leader: Leader behavior questionnaire (rev. ed.). Amherst, MA: Human Resource Development Press.
  • Sashkin, M., & Walberg, H. J. (1993). Educational leadership and school culture. Berkeley, CA: McCutchan.
  • Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader—member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101-110.
  • Schneider, J. K., Dowling, M., & Raghuram, S. (2007). Empowerment as a success factor in start-up companies. Review of Managerial Science, 1(2), 167-184.
  • Schyns, B., & Day, D. (2010). Critique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence. European journal of work and organizational psychology, 19(1), 1-29.
  • Sergiovanni, T. J. (1994). Building community in schools. San Fransisco, CA: Jossey-Bass.
  • Smith, R. M. (1997). Defining Leadership through Followership: Concepts for Approaching Leadership Development.
  • Sohmen, V. S. (2013). Leadership and teamwork: Two sides of the same coin. Journal of IT and Economic Development, 4(2), 1-18.
  • Sparrowe, R. T., & Liden, R. C. (1997). Process and structure in leader-member exchange. Academy of management Review, 22(2), 522-552.
  • Spreitzer, G. M. (1995). An empirical test of a comprehensive model of intrapersonal empowerment in the workplace. American journal of community psychology, 23(5), 601-629.
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.
  • Stam, D. A., Van Knippenberg, D., & Wisse, B. (2010). The role of regulatory fit in visionary leadership. Journal of Organizational Behavior, 31(4), 499-518.
  • Starratt, R. (1995). Leaders with vision: The quest for school renewal. Thousand Oaks, CA: Corwin Press.
  • Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of management review, 15(4), 666-681.
  • Waldman, D.A., Ramirez, G.G., House, R.J. and Puranam, P. (2001), “Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty”, Academy of Management Journal, Vol. 44, pp. 134-43.
  • Wat, D., & Shaffer, M. A. (2005). Equity and relationship quality influences on organizational citizenship behaviors: The mediating role of trust in the supervisor and empowerment. Personnel Review, 34, 406-422.
  • Westley, F., & Mintzberg, H. (1989). Visionary leadership and strategic management. Strategic management journal, 10(S1), 17-32.
  • Whetten, D. A. & Cameron, K. S. (2011). Developing management skills. Upper Saddle River, NJ: Prentice Hall/Pearson
  • Whitaker, K. S. (1994). The restructuring handbook: A guide to school revitalization. Allyn & Bacon.
  • Wilkinson, A. (1998). Empowerment: theory and practice. Personnel review, 27(1), 40-56.
  • Wilson, K. S., Sin, H. P., & Conlon, D. E. (2010). What about the leader in leader-member exchange? The impact of resource exchanges and substitutability on the leader. Academy of Management Review, 35(3), 358-372.
  • Wokutch, R. E., & Shepard, J. M. (1999). The maturing of the Japanese economy: Corporate social responsibility implications. Business Ethics Quarterly, 527-540.
  • Zaccaro, S. J., & Horn, Z. N. (2003). Leadership theory and practice: Fostering an effective symbiosis. The Leadership Quarterly, 14(6), 769-806.
There are 79 citations in total.

Details

Primary Language Turkish
Journal Section Articles
Authors

Sıdıka Ece Yılmaz 0000-0002-0375-3505

Publication Date June 30, 2021
Submission Date April 1, 2021
Published in Issue Year 2021 Volume: 4 Issue: 1

Cite

APA Yılmaz, S. E. (2021). VİZYONER VE SİMBİYOTİK LİDERLİK İLE PERSONEL GÜÇLENDİRME ARASINDAKİ İLİŞKİNİN İNCELENMESİ. Artıbilim Adana Alparslan Türkeş Bilim Ve Teknoloji Üniversitesi Sosyal Bilimler Dergisi, 4(1), 41-58.