Lider Üye Etkileşiminin Bilgi Uçurma Davranışına Etkisinde Duygusal Bağlılığın Aracılık Rolü

Abstract

Amaç: Bu çalışmanın amacı, Lider Üye Etkileşimi (LÜE) ile çalışanların bilgi uçurma davranışları arasındaki ilişkiyi ve bu süreçte duygusal bağlılığın aracılık rolünü incelemektedir. Yöntem: Bu çalışmada, Ankara’da kamu ve özel sektörde çalışan 460 beyaz yakalıdan anket yöntemiyle toplanan verilere dayalı nicel bir araştırma tasarımı kullanılmıştır. Veriler, SPSS ortamında PROCESS makrosu aracılığıyla gerçekleştirilen regresyon ve aracılık analizleri ile incelenmiştir. Bulgular: Bulgular, yüksek kaliteli LÜE’nin içsel bilgi uçurma davranışını aynı, dışsal bilgi uçurma davranışının ise ters yönde anlamlı bir yordayıcısı olduğunu göstermektedir. Bu durum, lideriyle güçlü bir etkileşime sahip çalışanların etik dışı durumları öncelikle örgüt içinde çözme eğiliminde olduklarına işaret etmektedir. Araştırmada ayrıca, duygusal bağlılığın LÜE ile bilgi uçurma davranışının alt boyutlarından olan içsel bilgi uçurma davranışı arasında kısmi aracılık etkisine sahip olduğu bulgusuna ulaşılmıştır. Özgün Katkı: Bu çalışma, Sosyal Değişim Kuramı temelinde Lider Üye Etkileşiminin bilgi uçurma üzerindeki etkilerini inceleyerek, yazındaki tek boyutlu etik eylem varsayımını sorgulamaktadır. Teorik bir boşluk olarak, LÜE ve duygusal bağlılığın tüm bilgi uçurma türlerini aynı yönde etkilediği yönündeki genel kabul görgül olarak test edilmiştir.

Keywords

• Lider Üye Etkileşimi
• Duygusal Bağlılık
• İçsel Bilgi Uçurma
• Dışsal Bilgi Uçurma
• Harekete Geçmeme

The Mediating Role of Affective Commitment in the Effect of Leader–Member Exchange on Whistleblowing Behavior

Abstract

Purpose: This study aims to examine the relationship between Leader–Member Exchange (LMX) and employees’ whistleblowing behaviors, and to investigate the mediating role of affective commitment in this process. Design/methodology/approach: This study employs a quantitative research design using survey data collected from 460 white-collar employees working in the public and private sectors in Ankara. The data were analyzed using regression and mediation analyses with the PROCESS macro in SPSS. Findings: The findings indicate that high-quality LMX is a significant positive predictor of internal whistleblowing behavior, while it is a significant negative predictor of external whistleblowing behavior. This suggests that employees who maintain strong relationships with their leaders tend to address unethical situations primarily within the organization. In addition to that, the results reveal that affective commitment has a partial mediating effect between LMX and internal whistleblowing behavior, which is one of the subdimensions of whistleblowing. Originality: Grounded in Social Exchange Theory, this study examines the impact of Leader-Member Exchange (LMX) on whistleblowing, thereby challenging the unidimensional ethical action assumption prevalent in the literature. Addressing a critical theoretical gap, the research empirically tests the general consensus that LMX and affective commitment influence all types of whistleblowing in a uniform direction.

Keywords

• Leader Member Exchange
• Affective Commitment
• Internal Whistleblowing
• External Whistleblowing
• Inaction

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