PARADOKSAL LİDERLİK ÇALIŞAN ÇİFT YÖNLÜLÜĞÜ VE ÇALIŞAN YARATICILIĞINI NASIL ETKİLER?

Abstract

Bu çalışmada çalışan yaratıcılığı ve çalışan çift yönlülüğüne etkileri açısından paradoksal liderlik davranışı incelenmektedir. Bu kapsamda çalışmada paradoksal liderlik çalışan çift yönlülüğü ve çalışan yaratıcılığı arasındaki ilişkiler kısmi en küçük kareli yapısal eşitlik analizi yöntemi ile analiz edilmiştir. Veri toplama yöntemi olarak anket yönteminden yararlanılan çalışmada Doğu Marmara bölgesinde yer alan işletmelerdeki her kademe çalışandan oluşan 407 katılımcılı örnekleme ulaşılmıştır. Analiz sonucunda elde edilen bulgular paradoksal liderliğin çalışan çift yönlülüğü ve çalışan yaratıcılığı üzerindeki doğrudan anlamlı ve pozitif etkilerinin olduğunu göstermektedir. Çalışmada ayrıca çalışan çift yönlülüğü ile çalışan yaratıcılığı arasında da anlamlı bir pozitif ilişki gözlenmiştir. Bulgular ayrıca paradoksal liderliğin çalışan çift yönlülüğü ve çalışan yaratıcılığı üzerindeki doğrudan anlamlı pozitif etkilerinin yanı sıra, çalışan yaratıcılığı üzerinde anlamlı ve pozitif bir çarpan etkisine ve çalışan çift yönlülüğü üzerinden anlamlı dolaylı bir pozitif etkiye de sahip olduğunu göstermektedir.

Keywords

• Paradoksal Liderlik
• Çalışan Çift Yönlülüğü
• Çalışan Yaratıcılığı
• Yapısal Eşitlik Analizi

HOW DOES PARADOXICAL LEADERSHIP AFFECT EMPLOYEE AMBIDEXTERITY AND EMPLOYEE CREATIVITY?

Abstract

In this study, paradoxical leadership behavior is examined in terms of its effects on employee creativity and employee ambidexterity. In this context, the relationships between paradoxical leadership, employee ambidexterity, and employee creativity are examined with the partial least square structural equation analysis method in this study. In the study, which used the survey method as the data collection method, a sample of 407 participants consisting of all levels of employees in the enterprises located in the Eastern Marmara region was reached. The findings obtained as a result of the analysis show that paradoxical leadership has direct, significant and positive effects on employee ambidexterity and employee creativity. A significant positive relationship was also observed between employee ambidexterity and employee creativity. The findings also show that paradoxical leadership has a significant and positive multiplier effect on employee creativity and a significant indirect positive effect on employee ambidexterity, as well as directly significant positive effects on employee ambidexterity and employee creativity.

Keywords

• Paradoxical leadership
• employee ambidexterity
• employee creativity
• structural equation analysis.

References

1. Ahmetoğulları, K. & Yücel, R. (2021). Rekabet Yoğunluğu Ve Teknoloji Yönetiminin Muhasebe Bilgi Sistemi Ve Firma Performansı İlişkisine Etkileri. Pearson Journal of Social Sciences - Humanities, 16, p. 15-35.
2. Akça, İ., Tuna, M. (2019). Paradoksal Liderlik Davranışı: Bir Ölçek Uyarlama Çalışması, İşletme Araştırmaları Dergisi, 11 (4), 2972-2989.
3. Alfes, K. & Langner, N. (2017). Paradoxical leadership: Understanding and managing conflicting tensions to foster volunteer engagement. Organizational Dynamics, 46, 96-103.
4. Amabile, T.M. (1988), “A model of creativity and innovation in organizations”, Research in Organizational Behavior, Vol. 10, pp. 123-167.
5. Anderson, N., Potocnik, K. & Zhou, J. (2014), “Innovation and creativity in organizations: a state-of-the-science review, prospective commentary, and guiding framework”, Journal of Management, Vol. 40 No. 5, pp. 1297-1333.
6. Bashir, F. (2021). Dark Side Of Paradoxical Leadership: Social Comparision Theory Perspective, NICE Research Journal, Vol.14, No.1 (2021): January-March, 107-130.
7. Bektaş, Ç. (2016). Liderlik Yaklaşımları Ve Modern Liderden Beklentiler. Selçuk Üniversitesi Akşehir Meslek Yüksekokulu Sosyal Bilimler Dergisi, 2, 43–53.
8. Benner, M. J. & Tushman, M. L. (2003). Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited. The Academy of Management Review, 28(2), 238–256. https://doi.org/10.2307/30040711

9. Birkinshaw, J & C Gibson (2004). Building ambidexterity into an organization. Sloan Management Review, 45(4), 47–55.
10. Bledow, R. F., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009). A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity. Industrial and Organizational Psychology, 2(3), 305-337. https://doi.org/10.1111/j.17549434.2009.01154.x
11. Boden, M. A. (1998). Creativity and artificial intelligence. Artificial Intelligence, 103(1), 347–356. https://doi.org/https://doi.org/10.1016/S0004-3702(98)00055-1
12. Cameron, K.S. & Quinn, R.E. (1999). Diagnosing and Changing Organizational Culture. Base on the Competing Values Framework, Reading, Mass: Addison-Wesley.
13. Cantarello, S., Martini, A. & Nosella, A. (2012). A Multi-Level Model for Organizational Ambidexterity in the Search Phase of the Innovation Process. Creativity and Innovation Management, 21: 28-48. https://doi.org/10.1111/j.1467-8691.2012.00624.x
14. Chiang, C.-F., & Hsieh, T.-S. (2012). The impacts of perceived organizational support and psychological empowerment on job performance: The mediating effects of organizational citizenship behavior. International Journal of Hospitality Management, 31(1), 180–190.
15. Crossan, M.M. & Apaydin, M. (2010). A multi-dimensional framework of organizational innovation: a systematic review of the literatüre. Journal of Management Studies, Vol. 47 No. 6, 1154-1191.
16. Eren, M. Ş., Yücel, R. & Eren, S. S. (2010). Firma Performansına Etkileri Kapsamında Çevresel Olumsuzluk Pazar Dinamizmi Müşteri Odaklılık ve Yenilikçilik Arasındaki İlişkilerin İncelenmesi. Journal of Yasar University, 5(18), 3102–3116.
17. Fornell, C. & Larcker, D. F. (1981). Evaluating Structural Equation Models with Unobservable Variables and Measurement Error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.2307/3151312
18. Ganesan, S., & Weitz, B. A. (1996). The impact of staffing policies on retail buyer job attitudes and behaviors. Journal of Retailing, 72(1), 31–56. https://doi.org/https://doi.org/10.1016/S0022-4359(96)90004-4
19. Gibson, C. B. & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209-226. https://doi.org/10.5465/20159573
20. Gilson, L.L. & Shalley, C.E. (2004), “A little creativity goes a long way: an examination of teams’ engagement in creative processes”, Journal of Management, Vol. 30 No. 4, pp. 453-470.
21. Hair, J. F., Hult, G. T. M., Ringle, C. M. & Sarstedt, M. (2017). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). (Second Edition) Thousand Oaks: Sage.
22. Hon, A.H.Y. & Lu, L. (2015). Are we paid to be creative? The effect of compensation gap on creativity in an expatriate context. Journal of World Business, Vol. 50 No. 1, 159-167.
23. Hon, A.H.Y. & Lui, S.S. (2016). Employee creativity and innovation in organizations: Review, integration, and future directions for hospitality research. International Journal of Contemporary Hospitality Management, Vol. 28 No. 5, pp. 862-885. https://doi.org/10.1108/IJCHM-09-2014-0454
24. Hon, A.H.Y., Chan, W.W.H. & Lu, L. (2013), “Overcoming work-related stress and promoting employee creativity in hotel industry: the role of task feedback from supervisor”, International Journal of Hospitality Management, Vol. 33, pp. 416-424.
25. Jain, R., & Jain, C. (2016). Employee Creativity: A Conceptual Framework. Management and Labour Studies, 41(4), 294–313. https://doi.org/10.1177/0258042X16676664
26. Jöreskog, K. G. & Sörbom, D. (1996). LISREL 8 user’s reference guide. Uppsala, Sweden: Scientific Software International.
27. Julmi, C. (2021). Crazy, stupid, disobedience: The dark side of paradoxical leadership. Leadership, 17(6), 631–653. https://doi.org/10.1177/17427150211040693
28. Junni, P., Sarala, R.M., Taras, V. & Tarba, S.Y. (2013). Organizational ambidexterity: a meta-analysis. Academy of Management Perspectives, Vol. 27 No. 4, pp. 299-312.
29. Kang, S.-C. & Snell, S.A. (2009), Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management. Journal of Management Studies, 46: 65-92. https://doi.org/10.1111/j.1467-6486.2008.00776.x
30. Kauppila, O.-P. & Tempelaar, M.P. (2016). The Social-Cognitive Underpinnings of Employees’ Ambidextrous Behaviour and the Supportive Role of Group Managers’ Leadership. Journal of Management Studies, 53: 1019-1044. https://doi.org/10.1111/joms.12192
31. Klonek, F. E., Volery, T. & Parker, S. K. (2021). Managing the paradox: Individual ambidexterity, paradoxical leadership and multitasking in entrepreneurs across firm life cycle stages. International Small Business Journal, 39(1), 40–63. https://doi.org/10.1177/0266242620943371
32. March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, Vol. 2 No. 1, pp. 71-87.
33. Miron-Spektor, E., Gino, F., & Argote, L. (2011). Paradoxical frames and creative sparks: Enhancing individual creativity through conflict and integration. Organizational Behavior and Human Decision Processes, 116(2), 229-240
34. Mom TJ, Van Den Bosch FA & Volberda HW (2009) Understanding variation in managers’ ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organisation Science 20: 812–828.
35. Mu, T., van Riel, A. & Schouteten, R. (2020). Individual ambidexterity in SMEs: Towards a typology aligning the concept, antecedents and outcomes. Journal of Small Business Management, 60:2, 347-378, DOI: 10.1080/00472778.2019.1709642
36. Muthén, L. K., & Muthén, B. O. (2002). How to use a Monte Carlo study to decide on sample size and determine power. Structural equation modeling, 9(4), 599-620.
37. Papachroni, A. & Heracleous, L. (2020). Ambidexterity as Practice: Individual Ambidexterity Through Paradoxical Practices. The Journal of Applied Behavioral Science, 56(2), 143–165. https://doi.org/10.1177/0021886320913048
38. Quinn, R.E. & Cameron, K.S. (1988). Paradox and transformation: Toward a theory of change in organization and management. Ballinger Publishing Co/Harper & Row Publishers.
39. Rasulzada, F. (2007). Organizational Creativity and Psychological Well-Being: Contextual Aspects on Organizational Creativity and Psychological Well-Being from an Open Systems Perspective. Doctoral Theses, Lund: Department of Psychology, Lund University.
40. Rhodes, M. (1961). An Analysis of Creativity. The Phi Delta Kappan, 42(7), 305–310. http://www.jstor.org/stable/20342603
41. Rosing, K., & Zacher, H. (2017). Individual ambidexterity: The duality of exploration and exploitation and its relationship with innovative performance. European Journal of Work and Organizational Psychology, 26(5), 694–709.
42. Rosing, K., Frese, M. & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. The Leadership Quarterly, 22: 956–974.
43. Shalley, C.E., Zhou, J. & Oldham, G.R. (2004). The effects of personal and contextual characteristics on creativity: where should we go from here? Journal of Management, Vol. 30 No. 6, 933-958.
44. Smith WK & Lewis MW (2011) Toward a theory of paradox: a dynamic equilibrium model of organizing. Academy of Management Review, 36(2): 381–403.
45. Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522-536. https://doi.org/10.1287/orsc.1050.0134
46. Tanaka, J. S. (1987). How big is big enough?": Sample size and goodness of fit in structural equation models with latent variables.Child development, 134-146.
47. Tierney, P., Farmer, S. M. & Graen, G. B. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52, 591 – 620.
48. Yang, Y., Li, Z., Liang, L., & Zhang, X. (2021). Why and when paradoxical leader behavior impact employee creativity: Thriving at work and psychological safety. Current Psychology, 40(4), 1911–1922. https://doi.org/10.1007/s12144-018-0095-1
49. Yücel, D. (2021). Endüstrı̇ 4.0 ve İnovasyon Paradı̇gması: Fırsatlar Ve Zorluklar. İçinde Yönetim – Strateji – Organizasyon: Teoride ve Uygulamada (Cilt 1), 257 -276, Editör:Karabulut Şahin, Ankara: Gazi Kitabevi.
50. Yücel, D. & Yücel, R. (2021). The Impact Of Open Innovation On R&D Costs. Presented At The 13th International Conference Of Strategic Research On Scientific Studies And Education, Proceeding Books Vol.2, 427-435, 26-29.05.2021, Antalya/Türkiye.
51. Yücel, D. & Yücel, R. (2022). Yenilik Stratejisinin Uygulanmasında Rekabet Yoğunluğu Ve Teknolojik İşbirliğinin Etkileri. III. International Academician Studies Congress 2022 Change & Adaptation, Full Text Book, 539-549, (13-16.05.2022), Osmaniye/Türkiye.
52. Zacher, H., Robinson, A.J. & Rosing, K. (2016). Ambidextrous leadership and employees’ self-reported innovative performance: The role of exploration and exploitation behaviours. The Journal of Creative Behaviour 50: 24–46.
53. Zhang, Y. I., Wei, F., & Van Horne, C. (2019). Individual Ambidexterity And Antecedents In A Changing Context. International Journal of Innovation Management, 23(03), 1950021. https://doi.org/10.1142/S136391961950021X
54. Zhang, Y., Waldman, D.A., Han, Y., & Li, X. (2015). Paradoxical Leader Behaviors in People Management: Antecedents and Consequences. Academy of Management Journal, 58, 538-566.
55. Zhang, Y., Zhang, Y., Law, K.S. & Zhou, J. (2022). Paradoxical Leadership, Subjective Ambivalence, and Employee Creativity: Effects of Employee Holistic Thinking. Journal of Management Studies, 59: 695-723. https://doi.org/10.1111/joms.12792
56. Zhou, J. & George, J.M. (2001). When job dissatisfaction leads to creativity: encouraging the expression of voice. Academy of Management Journal, Vol. 44 No. 4, 682-696.
57. Zhou, J., & George, J. M. (2003). Awakening employee creativity: The role of leader emotional intelligence. The Leadership Quarterly, 14(4), 545–568. https://doi.org/https://doi.org/10.1016/S1048-9843(03)00051-1