OTANTİK LİDERLİK, YETENEK YÖNETİMİ VE İŞ-YAŞAM DENGESİ ARASINDAKİ ETKİLEŞİM

Year 2023, , 306 - 326, 30.05.2023

Mehmet Sağır , Eda Telli

https://doi.org/10.53092/duiibfd.1219185

Cited By: 2

Abstract

Bu çalışmada, otantik liderliğin hem iş-yaşam dengesi hem de yetenek yönetimi üzerindeki etkisini ortaya koymak amaçlanmıştır. Aynı zamanda yetenek yönetiminin iş-yaşam dengesi üzerindeki etkileri ile otantik liderliğin iş-yaşam dengesi üzerindeki etkisinde yetenek yönetiminin aracılığının olup olmadığı da araştırılmıştır. Araştırmanın evrenini, Konya merkez ilçelerdeki araştırma hastanelerinde görev yapan tıp hekimleri oluşturmaktadır. Örneklem ise evren içerisinden seçilen 211 hekim olarak belirlenmiştir. Araştırmanın analizi AMOS ve SPSS programları kullanılarak yapılmıştır. Elde edilen sonuçlar neticesinde bu üç değişken arasında ilişki ve etkinin olup olmadığının değerlendirmesi yapılmıştır. Çalışmanın sonuçlarına göre, otantik liderliğin iş yaşam dengesi üzerinde negatif, yetenek yönetimi üzerinde pozitif ve anlamlı etkisi varken, yetenek yönetiminin de iş-yaşam dengesi üzerinde pozitif ve anlamlı etkisi vardır. Yine otantik liderliğin iş-yaşam dengesi üzerindeki etkisinde yetenek yönetimin kısmi aracılığının olduğu sonucuna ulaşılmıştır. Yapılan analizler sonucunda üçlü etki elde edilmiş olduğundan, hem otantik liderlik ve iş-yaşam dengesi, hem otantik liderlik ve yetenek yönetimi hem de yetenek yönetimi ve iş-yaşam dengesi arasında anlamlı ilişkinin olduğu tespit edilmiştir.

Anahtar Kelimeler: Liderlik, Otantik Liderlik, İş-Yaşam Dengesi, Yetenek, Yetenek Yönetimi

Keywords

Otantik Liderlik, İş-Yaşam Dengesi, Yetenek, Yetenek Yönetimi, Liderlik

Thanks

Sn Hocam İyi Günler Çalışmamızı ve gerekli belgeleri yüklemiş bulunmaktayız. Umarım beğeninizi kazanan bir çalışma olarak takdir edersiniz. Şimdiden size, dergi çalışanlarına ve hakem hocalarımıza teşekkür erderiz

INTERACTION AMONG AUTHENTIC LEADERSHIP, TALENT MANAGEMENT AND WORK-LIFE BALANCE

Abstract

In this study, it is aimed to reveal the effect of authentic leadership on both work-life balance and talent management. At the same time, it was also investigated whether talent management mediates the effects of talent management on work-life balance and the effect of authentic leadership on work-life balance.The population of the research consists of physicians working in research hospitals in Konya central districts. The sample was determined as 211 physicians selected from the population. The analysis of the research was made using AMOS and SPSS programs. As a result of the results obtained, it was evaluated whether there was a relationship and effect between these three variables. According to the results of the study, while authentic leadership has a negative effect on work-life balance and a positive and significant effect on talent management, talent management has a positive and significant effect on work-life balance. Again, it was concluded that there is a partial mediation of talent management in the effect of authentic leadership on work-life balance. As a result of the analysis, it was determined that there is a significant relationship between both authentic leadership and work-life balance, authentic leadership and talent management, and talent management and work-life balance.

Keywords

Leadership, Authentic Leadership, Work-life Balance, Talent, Talent Management

References

• Ahmad, I., Zafar, M. A., & Shahzad, K. (2015). Authentic leadership style and academia’s creativity in higher education institutions: Intrinsic motivation and mood as mediators. Transylvanian review of administrative sciences, 46, 5-19.
• Akyıldız, B., & Koçoğlu, D. (2022). Charging plastic bags within the demarketing: measuring the environmental attitude and environmental behaviour in Denizli: A structural equality model. Present environment and sustainable development, 16(1), 35-50. https://doi.org/10.47743/pesd2022161003
• Apaydın, Ç. (2011). Öğretim üyelerinin işe bağımlılık düzeyi ile iş-yaşam dengesi ve iş-aile yaşam dengesi arasındaki ilişki. [Yayımlanmamış Doktora Tezi], Ankara Üniversitesi.
• Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R., (2004). Unlocking the mask: a look at the process by which authentic leaders ımpact follower attitudes and behaviors. The leadership quarterly, 15(6), 801-823. https://doi.org/10.1016/j.leaqua.2004.09.003
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: getting to the root of positive forms of leadership. The leadership quarterly, 165(3),315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
• Aytaç, T. (2015). The relationship between teachers’ perception about school managers’ talent management leadership and the level of organizational commitment. Eurasian journal of educational research, 59,165-180. http://dx.doi.org/10.14689/ejer.2015.59.10
• 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(6),1173-1182. https://doi.org/10.1037//0022-3514.51.6.1173
• Borah, N., & Bagla, N. (2016). Work-life balance: Assessing perceptions. SCMS journal of ındian management, 13(3),112-119.
• Braun, S., & Peus, C. (2018). Crossover of work-life balance perceptions : Does authentic leadership matter?. Journal of business ethics, 149 (4), 875-893. https://doi.org/10.1007/s10551-016-3078-x
• Budhiraja, S., Varkkey, B., & McKenna, S. (2022). Work–life balance indicators and talent management approach: a qualitative investigation of Indian luxury hotels. Employee Relations: The International Journal, 44(6), 1241-1258. https://doi.org/10.1108/ER-05-2021-0206
• Chan, A., Hannah, S. T., & Gardner, W. L. (2005). Veritable authentic leadership: Emergence, functioning, and impacts. Monographs in leadership and management, 3, 3-41.
• Cutajar, B. (2012). The impact of organisational culture on the management of employees’ talents: The case of Maltese ICT organisations. [PhD Thesis], Centre for Labour Market Studies University of Leicester.
• Debebe, G. (2017). Authentic leadership and talent development: Fulfilling individual potential in sociocultural context. Advances in developing human resources, 19(4),420-438. https://doi.org /10.1177%2F1523422317728938
• Deery, M. (2008). Talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 20(7), 792-806. https://doi.org/10.1108/09596110810897619
• Dhuru, P. (2016). A study on work life balance of married women in banking sector in Mumbai, CLEAR Internatıonal journal of research in commerce & management, 7(6), 69-74.
• Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). “Can you see the real me?” A self-based model of authentic leader and follower development.The leadership quarterly, 16(3), 343-372. https://doi.org/10.1016/j.leaqua.2005.03.003
• Garg, D., & Rani, K. (2014). Talent management: Empirical research results, International journal of management and commerce innovations, 2(1), 289-295.
• Goestjahjanti, F.S., Novitasari, D., Hutagalung, D., Asbari, B., & Supono, J. (2020). Impact of talent management, authentic leadership and employee engagement on job satisfaction: evidence from South East Asian industries. Journal of critical reviews,7(19), 67-88.
• Gürbüz, S., & Şahin, F. (2018). Sosyal bilimlerde araştırma yöntemleri, Seçkin Yayıncılık.
• Hasan, F.A. (2021). Authentic leadership practices and their role in enhancing of the talent's capital. Academy of Entrepreneurship Journal, 27(5),
• Hırlak, B., & Taşlıyan, M. (2018). Otantik liderliğin demografik özellikler açısından incelenmesi. Uluslararası toplum araştırmaları dergisi, 8(15), 1081 – 1110. https://doi.org/10.26466/opus.439692
• Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The leadership quarterly, 16(3), 373–394. https://doi.org/10.1016/j.leaqua.2005.03.002
• Irtaimeh H. J., Al-Azzam, Z. F., & Khaddam, A. A. (2016). Exploring the impact of talent management strategies and service quality on beneficiaries satisfaction in Jordan Healthcare Sector: Provider point of view. International journal of management (IJM), 7(7), 23-38.
• Jalagat, R. C. (2015). Review of talent management and its relevance to firms today. International journal of science and research (IJSR), 5(10), 1370-1374.
• Kernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological inquiry, 14(1),1-27. https://doi.org/10.1207/S15327965PLI1401_01
• Kinnunen, U., Vermulst, A., Gerris, J., & Mäkikangas, A. (2003). Work–Family conflict and ıts relations to well-being: The role of personality as a moderating factor. Personality and ındividual differences, 35(7), 1669-1683. https://doi.org/10.1016/S0191-8869(02)00389-6
• Korkmaz, O. (2017). Otantik liderlik ve örgütsel güven. The journal of academic social science studies, 58, 437-454. http://dx.doi.org/10.9761/JASSS7131
• Macik-Frey, M., Quick, J. C., & Cooper, C. L. (2009). Authentic leadership as a pathway to positive health. Journal of organizational behavior, 30(3), 453-458. https://doi.org/10.1002/job.561
• Marič, M., & Žnidaršič, J. (2019, December). The relationship between authentic leadership and work-life balance: Job satisfaction as a moderator. 6th International Scientific Conference “Economy Of Integration” ICEI 2019” (E)migration and Competitiveness of Southeastern European Countries, 308-318.Tuzla, Bosnia and Herzegovina.
• Mazur-Wierzbicka, E. (2015). Implementing the work-life balance as a CSR tool in Polish Companies. Social responsibility of organizations directions of change, 387.109-121.
• Meydan, C. H., & Şeşen, H. (2015). Yapısal eşitlik modellemesi AMOS uygulamaları. Detay Yayıncılık.
• Mohan, A. (2018). Can the deployment of human resource practices ımprove cleft surgery service teams?. British journal of healthcare management, 24(8), 404-408. https://doi.org/10.12968/bjhc.2018.24.8.404
• Morganson, V. J., Litano, M. L., & O’Neill, S. K. (2014). Promoting work–family balance through positive psychology: A practical review of the literature. The psychologist-manager journal 17(4), 221-244. https://doi.org/10.1037/mgr0000023
• Newhall, S. (2012). A global approach to talent management: High-quality leaders are the key to competitive advantage. Human resource management ınternational digest, 20(6), 31-34. https://doi.org/10.1108/09670731211260870
• Prasetio, A. P., & Trianasari, N. (2014). The effect of leadership style towards work family conflict at PT. XYZ, Bandung. Full paper proceeding GTAR-2014, 1, 236-247.
• Puni, A., & Hilton, S. K. (2020). Dimensions of authentic leadership and patient care quality. Leadership in health services,33(4), 365-383. https://doi.org/10.1108/LHS-11-2019-0071
• Sandalcı, İ. (2022). Vergi okuryazarlığını etkileyen faktörlerin yapısal eşitlik modeli ile analizi. Mali çözüm dergisi/financial analysis, 32(174). 165-188. Sareen, P., & Mishra, S. (2016). A study of talent management and its impact on performance of organizations. IOSR journal of business and management, 18(12), 66-73.
• Schermelleh-Engel, K., Moosbrugger, H., & Müller, H. (2003). Evaluating the fit of structural equation models: Tests of significance and descriptive goodness-of-fit measures. Methods of psychological research online, 8(2), 23-74.
• Sekaran, U. (2003). Research methods for business: A skill-building approach. John Wiley & Sons.
• Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization science, 4(4), 577-594. https://doi.org/10.1287/orsc.4.4.577
• Shapira-Lishchinsky, O., & Levy-Gazenfrantz, T. (2016). The multifaceted nature of mentors’ authentic leadership and mentees’ emotional intelligence: A critical perspective. Educational management administration & leadership, 44(6), 951-969. https://doi.org/10.1177/1741143215595413
• Sirková, M. Ali-Taha, V., & Ferencová, M. (2016). Management of hr processes in the specific contexts of selected area. Polish journal of management studies, 13(2),142-152. http://dx.doi.org/10.17512/pjms.2016.13.2.14
• Sudiyono, R. N., Fikri, M. A. A., Asbari, M., Suroso, Nugroho, Y. A., & Singgih, E. (2020). The role of employee engagement in the relationship between authentic leadership, talent management and job satisfaction. International journal of advanced science and technology, 29(5), 11809–11836.
• Tabak, A. Polat, M., Coşar, S., & Türköz, T. (2012). Otantik liderlik ölçeği; güvenilirlik ve geçerlilik çalışması. "İŞ, GÜÇ" endüstri ilişkileri ve insan kaynakları dergisi, 14(4), 89-106. http://dx.doi.org/10.4026/1303-2860.2012.0212.x
• Ülkü, T., Baygın, E., & Polatcı, S. (2022). Nepotizmin iş yerindeki kişiler arası çatışma üzerindeki etkisinde ücret tatmininin düzenleyici rolü. Süleyman demirel üniversitesi iktisadi ve idari bilimler fakültesi dergisi, 27 (2), 215-236
• Vaiman, V., Scullion, H., & Collings, D. G. (2012). Talent management decision making, Management decision, 50(5), 925-941. http://dx.doi.org/10.1108/00251741211227663
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure, Journal of management, 34(1), 89-126. https://doi.org/10.1177/0149206307308913
• Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: role of followers’ positive psychological capital and relational processes. Journal of organizational behavior, 35(1), 5-21. https://doi.org/10.1002/job.1850
• Wong, C. A., & Laschinger, H. K. S. (2012). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of advanced nursing, 69(4),947-959. https://doi.org/10.1111/j.1365-2648.2012.06089.x