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SAĞLIK KURUMLARINDA GÖRÜLEN TOKSİK LİDERLİK DAVRANIŞLARI: BİR ÜNİVERSİTE HASTANESİ ÖRNEĞİ

Year 2016, 2016 Özel Sayı, 262 - 276, 01.12.2016

Abstract

Günümüzde örgütsel yaşamda liderlik kavramı, çalışanlar bağlamında ve örgüt genelinde hayati önem taşıyan bir unsur olarak yer almaktadır. Örgütlerin başarıya ulaşabilmesi için liderlik kavramı son derece önemli bir hal aldığından, bu konuyla ilgili pek çok çalışma yapılmaktadır. Geçmişte yapılmış olan çalışmalar sıklıkla liderliğin yapıcı ve pozitif yönlerini ele almıştır. Günümüzde yapılan çalışmalarda ise ‘liderliğin karanlık yönü’ incelenmeye başlanılmıştır. Liderliğin karanlık yönünü yansıtan liderlik türlerinden biri olarak da çalışmalarda karşımıza toksik liderlik kavramıçıkmaktadır. Toksik liderlik;çalışanlarına karşı onur kırıcı davranışlarda ve motivasyondüşürücü söylemlerde bulunan; örgütün amaç, görev ve hedeflerinin aksi yönünde hareket eden; kısacası çalışan ve örgüt açısından zararlı, etkililik ve verimlilik unsurlarını negatif yönde etkileyen bir liderlik türüdür. Sağlık kurumlarında bulunan liderlik türleri pek çok araştırmaya konu olmuştur. Bu çalışmada ise liderliğin pozitif yönlerinden ziyade yıkıcı, zararlı yönleri ele alınmaktadır. Bu bağlamda çalışmamızda sağlık kurumlarında bulunan toksik liderlik davranışlarından hangilerine daha sık rastlandığının tespit edilmesi amaçlanmaktadır.Bu çalışmada Schmidt’in Toksik Liderlik Ölçeği kullanılmıştır. Araştırmanın çalışma grubunu Isparta ili Süleyman Demirel Üniversitesi Hastanesi çalışanları oluşturmaktadır. Elde edilen bulgular doğrultusunda incelenen üniversite hastanesi örneğinde en yüksek toksik liderlik türünün narsist liderlik olduğu ancak genel olarak toksik liderlik davranış düzeyinin düşük olduğu sonucu ortaya çıkmıştır.

References

  • Çelebi, N., Güner, A. G. H., ve Yıldız, V. (2015). Toksik Liderlik Ölçeğinin Geliştirilmesi (Developing Toxic Leadership Scale), Bartın Üniversitesi Eğitim Fakültesi Dergisi, 4(1), 249-268.
  • Dobbs, J. M. (2014). The Relationship between Perceived Toxic Leadership Styles, Leader Effectiveness, and Organizational Cynicism.University of San Diego, School of Leadership and Education Sciences, Proquest.
  • Einarsen S, Aasland MS,,veSkogstad A (2007) Destructive leadership behavior: a definition and conceptual model. Leadership Quarterly 18(3): 207–16.
  • Ferris, G. R., Zinko, R., Brouer, R. L., Buckley, M. R., and Harvey, M. G. (2007). Strategic bullying as a supplementary, balanced perspective on destructive leadership. The Leadership Quarterly, 18(3), 195-206.
  • Harvey, M., Treadway, D., ve Heames, J. (2007). The occurrence of bullying in global organizations: A model and issues associated with social/emotional contagion. Journal of Applied Social Psychology., 37(11), 2576–2599.
  • Hitchcock, M. J. (2015). The Relationship Between Toxic Leadership, Organizational Citizenship, And Turnover Behaviors Among San Diego Nonprofit Paid Staff, University of San Diego, School of Leadership and Education Sciences, Proquest.
  • Lipman-Blumen J (2004) The Allure of Toxic Leadership: Why We Follow Destructive Bosses and Corrupt Politicians – and How We Can Survive Them. New York: Oxford University Press.
  • Paunonen SV, Linnqvist JE, Verkasalo M, et al. (2006) Narcissism and emergent leadership in military cadets. Leadership Quarterly 17(5): 475–86.
  • Pelletier, K. L. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership, 6(4), 373-389.
  • Reed, G. E., ve Olsen, R. A. (2010). Toxic leadership: Part deux. Army Combıned Arms Center Fort Leavenworth Ks Mılıtary Revıew. November- December, 58-64.
  • Shaw, J. B., Erickson, A.ve Harvey, M. (2011). A method for measuring destructive leadership and identifying types of destructive leaders in organizations. The Leadership Quarterly, 22(4), 575590.
  • Schmidt, A. A. (2014). An examination of toxic leadership, job outcomes, and the impact of military deployment.
  • Schmidt, A. A. (2008). Development and validation of the toxic leadership scale. ProQuest.
  • Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261-289.
  • Thoroughgood, C. N., Padilla, A., Hunter, S. T., & Tate, B. W. (2012). The susceptible circle: A taxonomy of followers associated with destructive leadership. The Leadership Quarterly, 23(5), 897917.
  • Yetim, A. S., Koşar, D. ve Ceylan, Ö. Ö., (2013), İlkokul Öğretmenlerinin Toksik Liderlik İle İlgili Görüşleri, Marmara Üniversitesi, 8. Ulusal Eğitim Yönetimi Kongresi, Bildiri Özetleri.
  • Williams, D. F. (2005). Toxic leadership in the US Army. ARMY WAR COLL CARLISLE BARRACKS PA.
  • Wilson-Starks, K. Y. (2003). Toxic leadership. Transleadership, Inc. 719-534-0949, www.transleadership.com.
  • Woestman, S. D.veWasonga, A. T., (2015) Destructive Leadership Behaviors and Workplace Attitudes in Schools, NASSP Bulletin , Vol. 99(2) 147–163.

LEADERSHIP TO BE TOXIC BEHAVIOR IN HEALTH INSTITUTIONS: EXAMPLE OF A UNIVERSITY HOSPITAL

Year 2016, 2016 Özel Sayı, 262 - 276, 01.12.2016

Abstract

Today, the concept of leadership in organizational life is a crucial element in both concept of employees and organization. There are a lot of studies going on because the concept of leadership is extremely important for the success of a state organization. The studies conducted in the past have approached leadership in constructive and positive ways. Studies conducted in nowadays focus on dark side of the leadership. In studies, toxic leadership concept reflects one of dark side of leadership. Toxic leadership is degrading behavior towards its employees, moving in the opposite direction of the mission, goals and purpose of the organization; in short is a leadership type that is detrimental to the both employee and organization, affecting negatively both the effectiveness and efficiency elements. Leadership types in health institutions has been the subject of much research. Purpose of these researches are to determine which of these behaviors are more common in health institutions. this research is Isparta's Suleyman Demirel University Hospital Research Constitutes employees. According to the results from this study, the highest type of toxic leadership is narcist leadership but there are low levels of such toxic leadership behavior in Suleyman Demirel University Hospital Research Constitute

References

  • Çelebi, N., Güner, A. G. H., ve Yıldız, V. (2015). Toksik Liderlik Ölçeğinin Geliştirilmesi (Developing Toxic Leadership Scale), Bartın Üniversitesi Eğitim Fakültesi Dergisi, 4(1), 249-268.
  • Dobbs, J. M. (2014). The Relationship between Perceived Toxic Leadership Styles, Leader Effectiveness, and Organizational Cynicism.University of San Diego, School of Leadership and Education Sciences, Proquest.
  • Einarsen S, Aasland MS,,veSkogstad A (2007) Destructive leadership behavior: a definition and conceptual model. Leadership Quarterly 18(3): 207–16.
  • Ferris, G. R., Zinko, R., Brouer, R. L., Buckley, M. R., and Harvey, M. G. (2007). Strategic bullying as a supplementary, balanced perspective on destructive leadership. The Leadership Quarterly, 18(3), 195-206.
  • Harvey, M., Treadway, D., ve Heames, J. (2007). The occurrence of bullying in global organizations: A model and issues associated with social/emotional contagion. Journal of Applied Social Psychology., 37(11), 2576–2599.
  • Hitchcock, M. J. (2015). The Relationship Between Toxic Leadership, Organizational Citizenship, And Turnover Behaviors Among San Diego Nonprofit Paid Staff, University of San Diego, School of Leadership and Education Sciences, Proquest.
  • Lipman-Blumen J (2004) The Allure of Toxic Leadership: Why We Follow Destructive Bosses and Corrupt Politicians – and How We Can Survive Them. New York: Oxford University Press.
  • Paunonen SV, Linnqvist JE, Verkasalo M, et al. (2006) Narcissism and emergent leadership in military cadets. Leadership Quarterly 17(5): 475–86.
  • Pelletier, K. L. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership, 6(4), 373-389.
  • Reed, G. E., ve Olsen, R. A. (2010). Toxic leadership: Part deux. Army Combıned Arms Center Fort Leavenworth Ks Mılıtary Revıew. November- December, 58-64.
  • Shaw, J. B., Erickson, A.ve Harvey, M. (2011). A method for measuring destructive leadership and identifying types of destructive leaders in organizations. The Leadership Quarterly, 22(4), 575590.
  • Schmidt, A. A. (2014). An examination of toxic leadership, job outcomes, and the impact of military deployment.
  • Schmidt, A. A. (2008). Development and validation of the toxic leadership scale. ProQuest.
  • Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261-289.
  • Thoroughgood, C. N., Padilla, A., Hunter, S. T., & Tate, B. W. (2012). The susceptible circle: A taxonomy of followers associated with destructive leadership. The Leadership Quarterly, 23(5), 897917.
  • Yetim, A. S., Koşar, D. ve Ceylan, Ö. Ö., (2013), İlkokul Öğretmenlerinin Toksik Liderlik İle İlgili Görüşleri, Marmara Üniversitesi, 8. Ulusal Eğitim Yönetimi Kongresi, Bildiri Özetleri.
  • Williams, D. F. (2005). Toxic leadership in the US Army. ARMY WAR COLL CARLISLE BARRACKS PA.
  • Wilson-Starks, K. Y. (2003). Toxic leadership. Transleadership, Inc. 719-534-0949, www.transleadership.com.
  • Woestman, S. D.veWasonga, A. T., (2015) Destructive Leadership Behaviors and Workplace Attitudes in Schools, NASSP Bulletin , Vol. 99(2) 147–163.
There are 19 citations in total.

Details

Other ID JA83GY47NG
Journal Section Research Article
Authors

Dilruba İzgüden This is me

Selin Eroymak This is me

Ramazan Erdem This is me

Publication Date December 1, 2016
Published in Issue Year 2016 2016 Özel Sayı

Cite

APA İzgüden, D., Eroymak, S., & Erdem, R. (2016). SAĞLIK KURUMLARINDA GÖRÜLEN TOKSİK LİDERLİK DAVRANIŞLARI: BİR ÜNİVERSİTE HASTANESİ ÖRNEĞİ. Balkan Sosyal Bilimler Dergisi262-276.