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Otantik Liderliğin İşe Gömülmüşlük Üzerindeki Etkisi: Sağlık Çalışanları Üzerine Bir Uygulama

Year 2023, , 274 - 300, 25.01.2023
https://doi.org/10.25295/fsecon.1150731

Abstract

Pek çok sektörde olduğu gibi sağlık sektöründe işten ayrılma oranı önemli bir sorun teşkil etmektedir. İş devir hızını azaltan, çalışanların işlerinde kalmalarını sağlayan en önemli unsurlardan birinin işe gömülmüşlük olduğu söylenebilir. İşe gömülmüşlük kavramının öncülleri hakkında çok az şey bilinmektedir. Liderlik tarzlarının takipçilerin davranışları üzerinde önemli bir etkiye sahip olduğunu ortaya koyan pek çok çalışma mevcuttur. Ancak liderlik davranışı ile işe gömülmüşlük arasındaki ilişkiyi inceleyen araştırma sayısının sınırlı olduğu söylenebilir. Buradan hareketle bu araştırmanın amacı sağlık sektöründe yöneticinin otantik liderlik davranışının çalışanlarının işe gömülmüşlük düzeyleri üzerindeki etkisini ortaya koymak olarak belirlenmiştir. Araştırmada otantik liderlik davranışının çalışanların işe gömülmüşlüğünü oluşturan uyum, fedakârlık ve bağlantılar boyutları üzerindeki etkisi analiz edilmiştir. Bu amaçla Mersin ilinde faaliyet gösteren 240 sağlık çalışanından anket formu aracılığı ile veri toplanmıştır. Veri çözümlenmesinde SPSS programı ve AMOS kullanılmıştır. Analiz sonuçları otantik liderlik davranışının işe gömülmüşlük boyutlarından uyum boyutu üzerinde olumlu bir etkisi olduğunu ortaya koymuştur. Bununla birlikte otantik liderlik davranışının işe gömülmüşlük boyutlarından fedakârlık boyutu üzerinde de bir etkisi bulunmaktadır. Ancak düşünülenin aksine otantik liderlik davranışının işe gömülmüşlük boyutlarından bağlantılar boyutu üzerinde de herhangi bir etkisi tespit edilememiştir. Araştırmanın işe gömülmüşlük kavramının öncüllerini belirleyen çalışmalara bir katkı sağlaması beklenmektedir. Bunun yanı sıra otantik liderlik davranışı ile işe gömülmüşlüğü aynı anda inceleyen sınırlı sayıda araştırmaya sağlık sektörü perspektifinden katkı sağlaması ve bu sayede diğer araştırmalara yol gösterici nitelikte olması hedeflenmektedir.

References

  • Akgündüz, Y., Güzel, T., & Harman, S. (2016). Yöneticiye Güven ve Dağıtımsal Adalet Çalışanların İşe Gömülmüşlüğünü Nasıl Etkiler?. Ege Academic Review, 16(2).351-362.
  • Arıcı, N. Ç. (2020). The Mediating Effect of Work Engagement on the Relationship between Authentic Leadership and Employee Outcomes. Turizm Akademik Dergisi, 7(2), 311-326.
  • Avolio, B. J., Luthans, F., & Walumba, F. O. (2004). Authentic leadership: Theory building for veritable sustained performance. Working paper: Gallup Leadership Institute, University of Nebraska-Lincoln.
  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly, 16(3), 315-338.
  • Blau, P. M. (1964). Exchange and Power in Social Life, NY: Wiley, New York.
  • Collins, B. J., Burrus, C. J., & Meyer, R. D. (2014). Gender differences in the impact of leadership styles on subordinate embeddedness and job satisfaction. The leadership quarterly, 25(4), 660-671.
  • Dechawatanapaisal, D. (2018). The moderating effects of demographic characteristics and certain psychological factors on the job embeddedness–turnover relationship among Thai health-care employees. International Journal of Organizational Analysis. Vol. 26 No. 1.43-62
  • Elsaied, M. M. (2020). A moderated mediation model for the relationship between inclusive leadership and job embeddedness. American Journal of Business. Vol. 35 No. 3/4, 191-210.
  • Erkutlu, H., & Chafra, J. (2015). Empowering leadership and organizational job embeddedness: The moderating roles of task interdependence and organizational politics. Procedia-Social and Behavioral Sciences, 210, 3-10
  • Erkutlu, H., & Chafra, J. (2017). Authentic leadership and organizational job embeddedness in higher education. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi, 32(2), 413-426.
  • Felps, W., Mitchell, T. R., Hekman, D. R., Lee, T .W., Holtom, B. C. & Harman, W. S. (2009). Turnover Contagıon: How Coworkers’ Job Embeddedness and Job Search Behaviors Influence Quitting. Academy of Management Journal, 52(3), 545-561.
  • 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.
  • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The leadership quarterly, 22(6), 1120-1145. George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard business review, 85(2), 1-9.
  • Giosan, C., Holtom, B. C., & Watson, M. R. (2005). Antecedents to job embeddedness: The role of individual, organizational and market factors. Journal of Organizational Psychology, 5, 31–44.
  • Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2011). The mediating role of organizational job embeddedness in the LMX–outcomes relationships. The Leadership Quarterly, 22(2), 271-281.
  • Harter, S. 2002. Authenticity. In C. R. Snyder & S. J. Lopez (Eds.), Handbook of positive psychology: 382-394.London: Oxford University Press.
  • Holmes, P., Chapman, T., & Baghurst, T. (2013). Employee job embeddedness: Why people stay. International Journal of Business Management & Economic Research, 4(5).802-813.
  • Holtom, B. C., & Inderrieden, E. J. (2006). Integrating the unfolding model and job embeddedness model to better understand voluntary turnover. Journal of managerial issues, 435-452.
  • Holtom, B. C., Mitchell, T. R., & Lee, T. W. (2006). Increasing human and social capital by applying job embeddedness theory. Organizational dynamics, 35(4), 316-331.
  • 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.
  • Karslı, M. B., Demirel, T. ve Kurşun, E. (2020). Examination of different reading strategies with eye tracking measures in paragraph questions. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi, 35(1), 92-106.
  • Kernis, M. H. 2003. Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14: 1-26.
  • Kernis, M. H., & Goldman, B. M. (2005). From thought and experience to behavior and interpersonal relationships: A multicomponent conceptualization of authenticity. In A. Tesser, J. V. Wood, & D. Stapel (Eds.), On building, defending and regulating the self: A psychological perspective: 31-52. New York: Psychology Press.,
  • Khalid, U., Mushtaq, R., Khan, A. Z., & Mahmood, F. (2021). Probing the impact of transformational leadership on job embeddedness: the moderating role of job characteristics. Management Research Review. 44(8), 1139-1156
  • Kılınç, U., & Akdemir, M. (2019). Otel işletmelerinde otantik liderlik algısı ve işyeri mutluluğu: ankara ilinde bir uygulama. Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 24(4), 793-811.
  • Kiazad, K., Holtom, B. C., Hom, P. W., & Newman, A. (2015). Job embeddedness: A multifoci theoretical extension. Journal of Applied Psychology, 100(3), 641-659. Korkmaz, O. (2017). Otantik liderlik ve örgütsel güven. The Journal of Academic Social Science Studies, 58(2), 437-454.
  • Lee, T.W.., Burch, T. C., & Mitchell, T. R. (2014). The story of why we stay: A review of job embeddedness. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 199-216. Lewin, K. 1951. Field theory in social science. New York: Harper.
  • Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 241–261). San Francisco: Barrett-Koehler
  • May, D. R., Chan, A. Y., Hodges, T. D., & Avolio, B. J. (2003). Developing the moral component of authentic leadership. Organizational dynamics. 32(3), 247–260.
  • Maslow, A. (1968). Motivation and personality (3rd ed.). New York,Harper.
  • Maslow, A. (1971). The farther reaches of human nature. New York,Viking
  • Marasi, S., Cox, S. S., & Bennett, R. J. (2016). Job embeddedness: is it always a good thing?. Journal of Managerial Psychology. Vol. 31 No. 1, 141-153
  • Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of management journal, 44(6), 1102-1121.
  • Öcal, H., & Barın, N. (2016). Örgütlerde otantik liderlik davranışının işe yabancılaşma ile ilişkisi: bursa ili dericilik sektöründe bir araştırma. Is, Guc: The Journal of Industrial Relations & Human Resources, 18(2).67-94.
  • Özdemir, S., Sever, M., & Acar, O. K.(2019). İşin Özelliği İle İşten Ayrılma Niyeti İlişkisi: İşe Gömülmüşlüğün Rolü. 7.Örgütsel Davranış Kongresi Bildiriler Kitabı, 224-235.
  • Reitz, O. E., & Anderson, M. A. (2011). An overview of job embeddedness. Journal of Professional Nursing, 27(5), 320-327.
  • Rogers, C. R. (1959). A theory of therapy, personality and interpersonal relationships, as developed in a client-centered framework. In S. Koch (Ed.), Psychology: A study of a science, vol. 3.Toronto7 McGraw-Hill.
  • Rogers, C. R. (1963). The actualizing tendency in relation to bmotivesQ and to consciousness. In M. R. Jones (Ed.), Nebraska symposium on motivation, vol. 11 (pp. 1–24). Lincoln, NE7 University of Nebrasksa Press.
  • Schermelleh-Engel, K., Moosbrugger, H. ve 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.
  • Shah, I. A., Csordas, T., Akram, U., Yadav, A., & Rasool, H. (2020). Multifaceted role of job embeddedness within organizations: development of sustainable approach to reducing turnover intention. SAGE Open, 10(2), 1-19.
  • Sparrowe, R. T. (2005). Authentic leadership and the narrative self. The leadership quarterly, 16(3), 419-439.
  • Sparrowe, R. T., & Liden, R. C. (2005). Two routes to influence: Integrating leader-member exchange and social network perspectives. Administrative Science Quarterly, 50(4), 505-535.
  • Tabak, A., Polat, M., Coşar, S., & Türköz, T. (2012). Otantik liderlik ölçeği: güvenirlik ve geçerlik çalışması. ISGUC The Journal of Industrial Relations and Human Resources, 14(4), 89-106.
  • 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.
  • Yüksel, S. (2020). Psikolojik sözleşme ihlalinin işe gömülmüşlük ve işten ayrılma niyetine etkisi: Afyonkarahisardaki beş yıldızlı otel işletmeleri örneği ( Yayımlanmamış Yüksek Lisans Tezi) Afyon Kocatepe Üniversitesi, Afyon.
  • Zhang, M., Fried, D. D., & Griffeth, R. W. (2012). A review of job embeddedness: Conceptual, measurement issues, and directions for future research. Human Resource management review, 22(3), 220-231.

The Effect of Authentic Leadership on Job Embeddedness: A Study on Healthcare Professionals

Year 2023, , 274 - 300, 25.01.2023
https://doi.org/10.25295/fsecon.1150731

Abstract

The rate of turnover in the healthcare sector, as in many other industries, is a crucial problem. Job embeddedness is one of the most important elements in reducing turnover and keeping employees in their jobs. Known about the antecedents of the concept of job embeddedness is not much. Many studies have revealed that leadership styles have a substantial impact on followers' behavior. The number of studies examining the relationship between leadership behavior and job embeddedness, on the other hand, is limited. From this viewpoint, the purpose of this study is determined to analyze the impact of a manager's authentic leadership behavior on the level of job embeddedness of employees in the healthcare sector. In this study, the effect of authentic leadership behavior on the dimensions of fit, sacrifice, and clinks, which constitute job embeddedness, was analyzed. A questionnaire was used to collect data from 240 healthcare employees in Mersin. According to the findings,authentic leadership behavior has a positive effect on the fit dimension. In addition, authentic leadership behavior also has an positive effect on the sacrifice dimension. However, contrary to opinion, authentic leadership behavior seemed to have no effect on the links. It is expected that the research will contribute to the studies that determine the antecedents of the concept of job embeddedness. Furthermore, it is hoped to contribute to the limited number of studies that investigate authentic leadership behavior and job embeddedness at the same time, and thus direct future studies.

References

  • Akgündüz, Y., Güzel, T., & Harman, S. (2016). Yöneticiye Güven ve Dağıtımsal Adalet Çalışanların İşe Gömülmüşlüğünü Nasıl Etkiler?. Ege Academic Review, 16(2).351-362.
  • Arıcı, N. Ç. (2020). The Mediating Effect of Work Engagement on the Relationship between Authentic Leadership and Employee Outcomes. Turizm Akademik Dergisi, 7(2), 311-326.
  • Avolio, B. J., Luthans, F., & Walumba, F. O. (2004). Authentic leadership: Theory building for veritable sustained performance. Working paper: Gallup Leadership Institute, University of Nebraska-Lincoln.
  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly, 16(3), 315-338.
  • Blau, P. M. (1964). Exchange and Power in Social Life, NY: Wiley, New York.
  • Collins, B. J., Burrus, C. J., & Meyer, R. D. (2014). Gender differences in the impact of leadership styles on subordinate embeddedness and job satisfaction. The leadership quarterly, 25(4), 660-671.
  • Dechawatanapaisal, D. (2018). The moderating effects of demographic characteristics and certain psychological factors on the job embeddedness–turnover relationship among Thai health-care employees. International Journal of Organizational Analysis. Vol. 26 No. 1.43-62
  • Elsaied, M. M. (2020). A moderated mediation model for the relationship between inclusive leadership and job embeddedness. American Journal of Business. Vol. 35 No. 3/4, 191-210.
  • Erkutlu, H., & Chafra, J. (2015). Empowering leadership and organizational job embeddedness: The moderating roles of task interdependence and organizational politics. Procedia-Social and Behavioral Sciences, 210, 3-10
  • Erkutlu, H., & Chafra, J. (2017). Authentic leadership and organizational job embeddedness in higher education. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi, 32(2), 413-426.
  • Felps, W., Mitchell, T. R., Hekman, D. R., Lee, T .W., Holtom, B. C. & Harman, W. S. (2009). Turnover Contagıon: How Coworkers’ Job Embeddedness and Job Search Behaviors Influence Quitting. Academy of Management Journal, 52(3), 545-561.
  • 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.
  • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The leadership quarterly, 22(6), 1120-1145. George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard business review, 85(2), 1-9.
  • Giosan, C., Holtom, B. C., & Watson, M. R. (2005). Antecedents to job embeddedness: The role of individual, organizational and market factors. Journal of Organizational Psychology, 5, 31–44.
  • Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2011). The mediating role of organizational job embeddedness in the LMX–outcomes relationships. The Leadership Quarterly, 22(2), 271-281.
  • Harter, S. 2002. Authenticity. In C. R. Snyder & S. J. Lopez (Eds.), Handbook of positive psychology: 382-394.London: Oxford University Press.
  • Holmes, P., Chapman, T., & Baghurst, T. (2013). Employee job embeddedness: Why people stay. International Journal of Business Management & Economic Research, 4(5).802-813.
  • Holtom, B. C., & Inderrieden, E. J. (2006). Integrating the unfolding model and job embeddedness model to better understand voluntary turnover. Journal of managerial issues, 435-452.
  • Holtom, B. C., Mitchell, T. R., & Lee, T. W. (2006). Increasing human and social capital by applying job embeddedness theory. Organizational dynamics, 35(4), 316-331.
  • 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.
  • Karslı, M. B., Demirel, T. ve Kurşun, E. (2020). Examination of different reading strategies with eye tracking measures in paragraph questions. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi, 35(1), 92-106.
  • Kernis, M. H. 2003. Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14: 1-26.
  • Kernis, M. H., & Goldman, B. M. (2005). From thought and experience to behavior and interpersonal relationships: A multicomponent conceptualization of authenticity. In A. Tesser, J. V. Wood, & D. Stapel (Eds.), On building, defending and regulating the self: A psychological perspective: 31-52. New York: Psychology Press.,
  • Khalid, U., Mushtaq, R., Khan, A. Z., & Mahmood, F. (2021). Probing the impact of transformational leadership on job embeddedness: the moderating role of job characteristics. Management Research Review. 44(8), 1139-1156
  • Kılınç, U., & Akdemir, M. (2019). Otel işletmelerinde otantik liderlik algısı ve işyeri mutluluğu: ankara ilinde bir uygulama. Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 24(4), 793-811.
  • Kiazad, K., Holtom, B. C., Hom, P. W., & Newman, A. (2015). Job embeddedness: A multifoci theoretical extension. Journal of Applied Psychology, 100(3), 641-659. Korkmaz, O. (2017). Otantik liderlik ve örgütsel güven. The Journal of Academic Social Science Studies, 58(2), 437-454.
  • Lee, T.W.., Burch, T. C., & Mitchell, T. R. (2014). The story of why we stay: A review of job embeddedness. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 199-216. Lewin, K. 1951. Field theory in social science. New York: Harper.
  • Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 241–261). San Francisco: Barrett-Koehler
  • May, D. R., Chan, A. Y., Hodges, T. D., & Avolio, B. J. (2003). Developing the moral component of authentic leadership. Organizational dynamics. 32(3), 247–260.
  • Maslow, A. (1968). Motivation and personality (3rd ed.). New York,Harper.
  • Maslow, A. (1971). The farther reaches of human nature. New York,Viking
  • Marasi, S., Cox, S. S., & Bennett, R. J. (2016). Job embeddedness: is it always a good thing?. Journal of Managerial Psychology. Vol. 31 No. 1, 141-153
  • Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of management journal, 44(6), 1102-1121.
  • Öcal, H., & Barın, N. (2016). Örgütlerde otantik liderlik davranışının işe yabancılaşma ile ilişkisi: bursa ili dericilik sektöründe bir araştırma. Is, Guc: The Journal of Industrial Relations & Human Resources, 18(2).67-94.
  • Özdemir, S., Sever, M., & Acar, O. K.(2019). İşin Özelliği İle İşten Ayrılma Niyeti İlişkisi: İşe Gömülmüşlüğün Rolü. 7.Örgütsel Davranış Kongresi Bildiriler Kitabı, 224-235.
  • Reitz, O. E., & Anderson, M. A. (2011). An overview of job embeddedness. Journal of Professional Nursing, 27(5), 320-327.
  • Rogers, C. R. (1959). A theory of therapy, personality and interpersonal relationships, as developed in a client-centered framework. In S. Koch (Ed.), Psychology: A study of a science, vol. 3.Toronto7 McGraw-Hill.
  • Rogers, C. R. (1963). The actualizing tendency in relation to bmotivesQ and to consciousness. In M. R. Jones (Ed.), Nebraska symposium on motivation, vol. 11 (pp. 1–24). Lincoln, NE7 University of Nebrasksa Press.
  • Schermelleh-Engel, K., Moosbrugger, H. ve 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.
  • Shah, I. A., Csordas, T., Akram, U., Yadav, A., & Rasool, H. (2020). Multifaceted role of job embeddedness within organizations: development of sustainable approach to reducing turnover intention. SAGE Open, 10(2), 1-19.
  • Sparrowe, R. T. (2005). Authentic leadership and the narrative self. The leadership quarterly, 16(3), 419-439.
  • Sparrowe, R. T., & Liden, R. C. (2005). Two routes to influence: Integrating leader-member exchange and social network perspectives. Administrative Science Quarterly, 50(4), 505-535.
  • Tabak, A., Polat, M., Coşar, S., & Türköz, T. (2012). Otantik liderlik ölçeği: güvenirlik ve geçerlik çalışması. ISGUC The Journal of Industrial Relations and Human Resources, 14(4), 89-106.
  • 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.
  • Yüksel, S. (2020). Psikolojik sözleşme ihlalinin işe gömülmüşlük ve işten ayrılma niyetine etkisi: Afyonkarahisardaki beş yıldızlı otel işletmeleri örneği ( Yayımlanmamış Yüksek Lisans Tezi) Afyon Kocatepe Üniversitesi, Afyon.
  • Zhang, M., Fried, D. D., & Griffeth, R. W. (2012). A review of job embeddedness: Conceptual, measurement issues, and directions for future research. Human Resource management review, 22(3), 220-231.
There are 46 citations in total.

Details

Primary Language Turkish
Subjects Business Administration
Journal Section Articles
Authors

Mithat Turhan 0000-0003-3495-4729

Gaye Onan 0000-0001-6302-5211

İlter Helvacı 0000-0002-6214-112X

Publication Date January 25, 2023
Published in Issue Year 2023

Cite

APA Turhan, M., Onan, G., & Helvacı, İ. (2023). Otantik Liderliğin İşe Gömülmüşlük Üzerindeki Etkisi: Sağlık Çalışanları Üzerine Bir Uygulama. Fiscaoeconomia, 7(1), 274-300. https://doi.org/10.25295/fsecon.1150731

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