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A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences

Year 2013, Volume: 13 Issue: 1, 63 - 82, 01.02.2013

F.oben Ürü Sezer Cihan Çalışkan Özlem Atan Uğur Yozgat

Abstract

Knowledge and information era that we are living in brings important changes even in the definition of leadership concept and leadership styles. As a result of these changes, instead of a leadership style that the others serve for him and goes beyond self-interests, a new leadership model that serves others and take their needs as priority which is called “servant leadership” emerged. Eventough in western literature, there are studies which investigates the impact of this specific leadership style on individual and organizational dynamics and outputs, there isn’t any amprical research concerning the academicians and their servant leadership styles’ affects on personal and organizational outcomes. However servant leadership style is an ideal leadership style in terms of its specific characteristics in the academic world, especially in academician and student interaction and relationship. So the main purpose of this study is to emprically test the impact of academician’s servant leadership behaviors on students academic performance and extra role perfpormences (i.e. organizational citizenship behavior). The interveining effect of academician-student exhange quality (i.e.LMX) and trust is also going to be tested in a comprehensive model. For this purpose, the data of the study were collected from 818 students who are continuing their education in state and private universities in Istanbul, Turkey with structured questionnaire method. Study results proves the significant impact of servant leadership behaviours of the academicians on the sub-dimensions of trust including “trust in academicians”, “trust in top managament” and “trust in other students”. At the same time, servant leadership behaviour of academicians has a significant impact on academician-student exhange quality,It explains 64,6 % of LMX meaningfully. Theoratical contribution of this study is to investigate the impact of servant leadership on citizenship behavior and individual performance in a comprehensive model and to fill the gap the literature that is written in the field and proposing new interveining variables between servant leadership and dependent variables whereas amprical and practical contribution of this study is to test academicians servant leadership level and its outcomes in Turkish education sector for the very first time

Keywords

Servant leadership organizational citizenship behavior (OCB) trust leader-member exchange Quality (LMX) academicians

References

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  • Basu, R. (1992) “An Emprical Examination of LMX and Transformational Leadership as Predictors of Innovative Behavior” Uluslararası Bildiri Özetleri, No:52-2890.
  • Börü, D. (2001) “Örgütlerde Güvenilir İnsanın Yaratılmasında İlk Adım: Güvenilir İnsan Kim?” Ulusal Yönetim ve Organizasyon Kongresi Bildiri Kitapçığı:189-204.
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  • Cerit, Yusuf. (2009) “The Effects of Servant Leadership Behaviours of School Principals on Teachers’ Job Satisfaction” Educational Management Administration & Leadership, 37(5):600-623.
  • Çakar, U. ve Arbak, Y. (2003) “Dönüştürücü Liderlik Duygusal Zeka Gerektirir mi? Yöneticiler Üzerinde Örnek Bir Çalışma“ Dokuz Eylül Üniversitesi, İktisadi ve İdair Bilimler Fakültesi Dergisi, 18(2):83-98.
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  • Çevik, S. ve Kozak, M.A. (2010) “Yönetiminde Dönüşümcü Liderlik ve Hizmetkâr Liderlik” Adnan Menderes Üniversitesi, XI. Ulusal Turizm Kongresi Bildiriler Kitabı, 80-87.
  • Dansereau, F., Graen, G. ve Haga, W.J. (1975) “A Vertical Dyad Linkage Approach to Leadership within Formal Organizations: A Longitudinal Investigation of the Role of Making Process” Organizational Behavior and Human Performance, 30:109-131.
  • Deluga, R.J. (1992) “The Relationship of Leader- member Exchange with Laissez-faire, Transactional, and Transformational Leadership in Naval Environments” Clark et al. (eds.) Impact of leadership, Greensboro, NC: Center for Creative Leadership.
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Öğretim Üyelerinin Hizmetkar Liderlik Davranışları ve Ardılları Üzerine Bir Araştırma

Year 2013, Volume: 13 Issue: 1, 63 - 82, 01.02.2013

F.oben Ürü Sezer Cihan Çalışkan Özlem Atan Uğur Yozgat

Abstract

İçinde yaşadığımız bilgi çağı, tüm konularda olduğu gibi liderlik anlayışında da önemli değişimleri beraberinde getirmektedir. Bu değişim sonucunda kendisine hizmet edilen ve kendi çıkarları peşinde koşan liderlik anlayışının yerine, takipçilerine yol gösteren, onlarla birlikte hareket eden ve hizmet etmeyi bir yaşam biçimi haline getiren yeni bir liderlik modeli ortaya çıkmış, bu yeni model “hizmetkâr liderlik” olarak nitelendirilmiştir. Yabancı yazında, hizmetkâr liderliğin çeşitli bireysel ve örgütsel çıktılara etkisini konu edinen çalışmalara rastlanmakla birlikte, öğretim üyelerinin hizmetkâr liderlik davranışları ve sonuçlarına yönelik herhangi bir araştırmaya ise rastlanılmamıştır. Ancak barındırdığı özellikler açısından hizmetkâr liderlik akademik hayatta ve özellikle öğretim üyesi-öğrenci ilişkilerinde ideal bir liderlik tarzı olma özelliğine sahiptir. İşte bu araştırmada, öğretim üyelerinin hizmetkar liderlik davranışlarının, öğretim üyesi-öğrenci ilişkisinin kalitesi (LMX) ve güven değişkenleri aracılığı ile öğrencilerin örgütsel vatandaşlık davranışları ve akademik başarı ve performansları üzerindeki etkileri incelenmekte ve ampirik olarak test edilmektedir. Araştırma için gerekli olan veriler; yapılandırılmış anket uygulaması yöntemi ile İstanbul’da bulunan devlet ve vakıf üniversitelerinde öğrenim gören 818 öğrenciden elde edilmiştir. Bu çalışmada elde edilen bulgular, öğretim üyelerinin hizmetkar liderlik davranışlarının, örgütsel güvenin alt boyutları olan “öğretim üyesine güven”, “üst yönetime güven” ve “üniversite arkadaşlarına güven” boyutlarına anlamlı bir şekilde katkı sağladığını ispatlamaktadır. Yapılan analizler aynı zamanda hizmetkar liderliğin kaliteli bir öğretim-üyesi öğrenci ilişkisinin gelişmesinde önemli katkılar sağladığını da ispatlamaktadır. Hizmetkar liderlik davranışları (kavramsal yetenek, kariyer gelişimi için destek olma, etik davranma, öğrencileri duygusal anlamda destekleme ve yardım etme), öğretim üyesi-öğrenci ilişkisinin kalitesinin %64,6’sı gibi önemli bir kısmını anlamlı bir şekilde açıklayabilmektedir. Bu sonuç da, hizmetkar liderliğin kaliteli hoca öğrenci ilişkisinin gelişmesindeki önemini açıkça ortaya koymaktadır. Ayrıca ÖVD davranışları üzerindeki doğrudan etkinin yanı sıra, hizmetkar liderlik davranışlarının güven ve öğretim-üyesi öğrenci ilişkisinin kalitesi aracılığı ile de, öğrencilerin vatandaşlık davranışları geliştirmelerinde ve akademik başarılarının artmasında da etkili olduğu kanıtlanmıştır. Çalışmanın kuramsal katkısı, hizmetkâr liderliğin örgütsel vatandaşlık davranışı ve bireylerin başarısı üzerindeki etkilerinin bütüncül bir modelde incelenmesi, bu ilişkilerde yeni aracı değişkenlerin önerilmesi ve bu alandaki boşluğu doldurması olarak açıklanabilir. Çalışmanın uygulamadaki katkısı ise, öğretim üyelerinin “Hizmetkâr Liderlik” davranışlarının öğrenciler üzerindeki etkileri bağlamında Türkiye’de ilk kez test edilecek olmasıdır

Keywords

Hizmetkâr liderlik örgütsel vatandaşlık davranışı güven lider-üye etkileşiminin kalitesi öğretim üyeleri

References

  • Aslan, Ş. ve Özata, M. (2010) “Sağlık Çalışanlarında Hizmete Yönelik Liderlik (Hizmetkâr Liderlik) ve Page- Wong ile Patterson Ölçeklerinin Geçerlik ve Güvenirlik Araştırması” Çukurova Üniversitesi 18. Ulusal Yönetim ve Organizasyon Kongresi Bildiriler Kitabı:586-596.
  • Barbuto, J.E.Jr. ve Wheeler, D.W. (2002) Becoming a Servant Leader: Do You Have What It Takes? Lincoln, Cooperative Extension.
  • Barbuto, J.E.,Jr. ve Wheeler, D.W. (2006) “Scale Development and Construct Clarification of Servant Leadership” Group & Organization Management, 31(3):1-27.
  • Bass, M.B. (2000) “The Future of Leadership in Learning Organizations” Journal of Leadership & Organization Studies, 7(3):18-40.
  • Basu, R. (1992) “An Emprical Examination of LMX and Transformational Leadership as Predictors of Innovative Behavior” Uluslararası Bildiri Özetleri, No:52-2890.
  • Börü, D. (2001) “Örgütlerde Güvenilir İnsanın Yaratılmasında İlk Adım: Güvenilir İnsan Kim?” Ulusal Yönetim ve Organizasyon Kongresi Bildiri Kitapçığı:189-204.
  • Burns, J.M. (1978) Leadership. New York, Harper & 11:618-634. Low. Further Development” Academy of Manegement Review,
  • Butler, J.K. ve Cantrell, R.S. (1984) “A Behavioral Member Exchange Model of Leadership: A Critique and Desicion Theory Approach to Modeling Dyadic Trust in Supervisors and Subordinates” Psychological Reports, 55:19-28.
  • Cerit, Yusuf. (2009) “The Effects of Servant Leadership Behaviours of School Principals on Teachers’ Job Satisfaction” Educational Management Administration & Leadership, 37(5):600-623.
  • Çakar, U. ve Arbak, Y. (2003) “Dönüştürücü Liderlik Duygusal Zeka Gerektirir mi? Yöneticiler Üzerinde Örnek Bir Çalışma“ Dokuz Eylül Üniversitesi, İktisadi ve İdair Bilimler Fakültesi Dergisi, 18(2):83-98.
  • Çalışkan, S.G. (2008) “Yöneticilerin Kişilik Özellikleri ve Bireysel Yetkinliklerinin Liderlik Tarzları ve Lider-Üye Etkileşimine Verdikleri Önem Üzerindeki Etkileri ve Bu Etkileşimde Kültürel Varsayımların Doktora Tezi, İstanbul, Marmara Üniversitesi Sosyal Rolü” Yayınlanmamış Doktora Tezi, İstanbul, Marmara Üniversitesi Sosyal Bilimler Enstitüsü.
  • Çetin, N.G. ve Beceren, E. (2007) “Lider Kişilik: Gandhi“ Süleyman Demirel Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 18(3):83-98.
  • Çevik, S. ve Kozak, M.A. (2010) “Yönetiminde Dönüşümcü Liderlik ve Hizmetkâr Liderlik” Adnan Menderes Üniversitesi, XI. Ulusal Turizm Kongresi Bildiriler Kitabı, 80-87.
  • Dansereau, F., Graen, G. ve Haga, W.J. (1975) “A Vertical Dyad Linkage Approach to Leadership within Formal Organizations: A Longitudinal Investigation of the Role of Making Process” Organizational Behavior and Human Performance, 30:109-131.
  • Deluga, R.J. (1992) “The Relationship of Leader- member Exchange with Laissez-faire, Transactional, and Transformational Leadership in Naval Environments” Clark et al. (eds.) Impact of leadership, Greensboro, NC: Center for Creative Leadership.
  • Dennis, R.S. ve Bocarnea, M. (2005) “Development of the Servant Leadership Assessment Instrument” Leadership & Organization Development Journal, 26(7/8):600-615.
  • Doney, P.M., Canon, J.P. ve Mulley, M.R. (1998) “Understanding the Influence of National Culture on Development of Trust” Academy of Management Review, 23(3):601-620.
  • Duchon, N.T., Green, S.G. ve Taber, T.D. (1986) “Vertical Dyad Linkage: A Longitudinal Assessment of Antecedents, Measures and Consequences” Journal of Applied Psychology, 71:56-60.
  • Ehrhart, M.G. (2004) “Leadership and Procedural Justice Climate as Antecedents of Unit Level of Organizational Citizenship Behavior” Personnel Psychology, 57(1):61-94.
  • Ertenü, B. (2008) “Yönetim Uygulamaları ile Örgütsel Vatandaşlık Davranışları Arasındaki İlişkide Psikolojik Güçlendirilme Algısının Rolü” Yayınlanmamış
  • Farling, L.M., Stone, G.A. ve Winston, E.B. (1999) “Servant Leadership: Setting The Stage for Empirical Research” Journal of Leadership & Organizational Studies, 6(1/2):49-72.
  • Gambetta, D. (1988) Trust: Making and Breaking Cooperative Relations, Oxford,Basis Blackwell.
  • George, J.M. ve Brief, A.P. (1992) “Feeling Good, Doing Good: A conceptual Analysis of Mood at Work- Organizational Spontenity Relationship” Psychological Bulletin, 112(2):310-329.
  • George, J.M. ve Jones, G.R. (1997) “Organizational Spontenity in Context” Human Performance, 10:153-170.
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There are 80 citations in total.

Details

Other ID JA89UY85AC
Journal Section Research Article
Authors

F.oben Ürü This is me

Sezer Cihan Çalışkan This is me

Özlem Atan This is me

Uğur Yozgat This is me

Publication Date February 1, 2013
Published in Issue Year 2013 Volume: 13 Issue: 1

Cite

APA Ürü, F., Çalışkan, S. C., Atan, Ö., Yozgat, U. (2013). A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences. Ege Academic Review, 13(1), 63-82.
AMA Ürü F, Çalışkan SC, Atan Ö, Yozgat U. A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences. ear. February 2013;13(1):63-82.
Chicago Ürü, F.oben, Sezer Cihan Çalışkan, Özlem Atan, and Uğur Yozgat. “A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences”. Ege Academic Review 13, no. 1 (February 2013): 63-82.
EndNote Ürü F, Çalışkan SC, Atan Ö, Yozgat U (February 1, 2013) A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences. Ege Academic Review 13 1 63–82.
IEEE F. Ürü, S. C. Çalışkan, Ö. Atan, and U. Yozgat, “A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences”, ear, vol. 13, no. 1, pp. 63–82, 2013.
ISNAD Ürü, F.oben et al. “A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences”. Ege Academic Review 13/1 (February 2013), 63-82.
JAMA Ürü F, Çalışkan SC, Atan Ö, Yozgat U. A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences. ear. 2013;13:63–82.
MLA Ürü, F.oben et al. “A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences”. Ege Academic Review, vol. 13, no. 1, 2013, pp. 63-82.
Vancouver Ürü F, Çalışkan SC, Atan Ö, Yozgat U. A Comprehensive Research About Academician’s Servant Leadership Style and Its Consequences. ear. 2013;13(1):63-82.