Research Article
BibTex RIS Cite

Çevik liderlikte etkili faktörlerin belirlenmesine yönelik bir araştırma

Year 2022, Volume: 25 Issue: 47, 175 - 186, 30.06.2022
https://doi.org/10.31795/baunsobed.1081064

Abstract

Kompleks çalışma ortamındaki değişiklikler, çevik liderliğin, yöneticilerin ve geleneksel liderliğin uygulanmasının etkinliği hakkında daha fazla araştırma yapılmasını gerektirmektedir. Şirketlerin, günümüzün bu çalışma ortamının gerektirdiği çevikliğe sahip organizasyonlar geliştirmek için belirli bir çeviklik düzeyi somutlaştıran liderlere ihtiyacı vardır. Bu çalışmada nitel araştırma yöntemi kullanılarak endüstride çevik liderliğe odaklanılmıştır. Bu çalışmanın özgünlüğü literatürde çevik liderlik üzerine uygulamalı çalışmaların olmamasıdır. Buna bağlı olarak, bu makalenin amacı, alanda yaygın olarak kabul edilen varsayımlarla çevik liderliğin etkili faktörlerini tanımlamaktır. Bu çalışmanın sonucunda, bireysel sorumluluk ile çevik liderlik arasında güçlü bir ilişki olduğu görülmektedir. Ayrıca çevik liderlik tanımlamalarında altı kod ve altı etkili faktör arasında anlamlı bir ilişki tespit edilmiştir. Bu faktörlere bağlı varsayımlar raporlanmıştır.

References

  • Bushuyeva, N., Bushuiev, D., Bushuieva, V. (2019). “Agile Leadership of Managing Innovation Projects”, Innovative technologies and scientific solutions for industries, 4 (10), 77-84.
  • Cohen, Louis, Lawrence Manion, & Keith Morrison. (2011). Research Methods in Education. 7th ed., London: Routledge.
  • Creswell, J. (2013). Research design: qualitative, quantitative, and mixed methods approaches. London: Sage Publications.
  • Doz, Y. L., & Kosonen, M. (2010). “Embedding strategic agility: A leadership agenda for accelerating business model renewal”, Long Range Planning, 43(2-3), 370-382.
  • Fachrunnisa, O., Adhiatma, A., Lukman, N., & Ab Majid, M. N. (2020). “Towards SMEs’ digital transformation: The role of agile leadership and strategic flexibility”, Journal of Small Business Strategy, 30(3), 65-85.
  • Mertens, D. M. (2014). Research and evaluation in education and psychology: Integrating diversity with quantitative, qualitative, and mixed methods. London: Sage Publications.
  • Miles, M, B. & Huberman, A. M. (1994). Qualitative Data Analysis: An Expanded Sourcebook. (2nd ed). Thousand Oaks, CA: Sage.
  • Nagel, R. N., & Dove, R. (1991). 21st century manufacturing enterprise strategy: An industry-led view. Diane Publishing. Iacocca Institute, Lehigh University, USA.
  • Parker, D. W., Holesgrove, M., & Pathak, R. (2015). “Improving productivity with self-organised teams and agile leadership”, International Journal of Productivity and Performance Management, 64 (1), 112-128.
  • Savall, H., & Zardet, V. (Eds.). (2011). The qualimetrics approach: Observing the complex object. North Carolina: IAP.
  • Schein, E. H. (2010b). Organizational culture and leadership. California: John Wiley & Sons.
  • Spreitzer, G.M., Cohen, S.G. and Ledford, J.R. (1999). “Developing effective self-managing work teams in service organisations”, Group & Organization Management, 24 (3), 340-366
  • Sull, D. N. (2009). The upside of turbulence: Seizing opportunity in an uncertain world. New York: HarperCollins.
  • Tarken W. (2020). Agile Leadership in Action During a Crisis – Top 7 Practices to Build Organizational Resilience and Develop HR Leaders, 3rd ed., USA: Workforce Solutions Review.
  • Worley, C. G., Zardet, V., Bonnet, M., & Savall, A. (2015). Becoming agile: How the SEAM approach to management builds adaptability. New Jersey: John Wiley & Sons.

A research on determining effective factors in agile leadership

Year 2022, Volume: 25 Issue: 47, 175 - 186, 30.06.2022
https://doi.org/10.31795/baunsobed.1081064

Abstract

In the complex business environments are required more research into the impact of agile leadership, managers, and traditional leadership. To develop corporations with the agility requested by the global competition, organizations demand managers who concrete a level of agile. This study focused on agile leadership as a research in the industry using qualitative methods. The originality of this study is the lack of applied studies in the literature on agile leadership. Therefore, the purpose of this paper was to describe the influential factors of agile leadership that were tested in the literature or industry in a series of generally held postulates. As a result of this study, it can be seen a strong relationship between individual responsibility and agile leadership. In addition, a significant relationship was determined between agile leadership and the six codes, and six influential factors. The assumptions related to this are included in the conclusion part.

References

  • Bushuyeva, N., Bushuiev, D., Bushuieva, V. (2019). “Agile Leadership of Managing Innovation Projects”, Innovative technologies and scientific solutions for industries, 4 (10), 77-84.
  • Cohen, Louis, Lawrence Manion, & Keith Morrison. (2011). Research Methods in Education. 7th ed., London: Routledge.
  • Creswell, J. (2013). Research design: qualitative, quantitative, and mixed methods approaches. London: Sage Publications.
  • Doz, Y. L., & Kosonen, M. (2010). “Embedding strategic agility: A leadership agenda for accelerating business model renewal”, Long Range Planning, 43(2-3), 370-382.
  • Fachrunnisa, O., Adhiatma, A., Lukman, N., & Ab Majid, M. N. (2020). “Towards SMEs’ digital transformation: The role of agile leadership and strategic flexibility”, Journal of Small Business Strategy, 30(3), 65-85.
  • Mertens, D. M. (2014). Research and evaluation in education and psychology: Integrating diversity with quantitative, qualitative, and mixed methods. London: Sage Publications.
  • Miles, M, B. & Huberman, A. M. (1994). Qualitative Data Analysis: An Expanded Sourcebook. (2nd ed). Thousand Oaks, CA: Sage.
  • Nagel, R. N., & Dove, R. (1991). 21st century manufacturing enterprise strategy: An industry-led view. Diane Publishing. Iacocca Institute, Lehigh University, USA.
  • Parker, D. W., Holesgrove, M., & Pathak, R. (2015). “Improving productivity with self-organised teams and agile leadership”, International Journal of Productivity and Performance Management, 64 (1), 112-128.
  • Savall, H., & Zardet, V. (Eds.). (2011). The qualimetrics approach: Observing the complex object. North Carolina: IAP.
  • Schein, E. H. (2010b). Organizational culture and leadership. California: John Wiley & Sons.
  • Spreitzer, G.M., Cohen, S.G. and Ledford, J.R. (1999). “Developing effective self-managing work teams in service organisations”, Group & Organization Management, 24 (3), 340-366
  • Sull, D. N. (2009). The upside of turbulence: Seizing opportunity in an uncertain world. New York: HarperCollins.
  • Tarken W. (2020). Agile Leadership in Action During a Crisis – Top 7 Practices to Build Organizational Resilience and Develop HR Leaders, 3rd ed., USA: Workforce Solutions Review.
  • Worley, C. G., Zardet, V., Bonnet, M., & Savall, A. (2015). Becoming agile: How the SEAM approach to management builds adaptability. New Jersey: John Wiley & Sons.
There are 15 citations in total.

Details

Primary Language English
Subjects Business Administration
Journal Section Business
Authors

Ülge Taş 0000-0002-2376-3735

Publication Date June 30, 2022
Submission Date March 1, 2022
Acceptance Date June 20, 2022
Published in Issue Year 2022 Volume: 25 Issue: 47

Cite

APA Taş, Ü. (2022). A research on determining effective factors in agile leadership. Balıkesir Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 25(47), 175-186. https://doi.org/10.31795/baunsobed.1081064

Baun SOBED