Dönüşümcü liderliğin örgütsel güven üzerindeki etkisi: Havacılık sektöründe bir çalışma

Year 2022, , 87 - 97, 01.09.2022

Alper Bahadır Dalmış , Cengiz Mesut Bükeç

https://doi.org/10.55212/ijaa.1148483

Cited By: 2

Abstract

Bu araştırma, Türkiye’deki havalimanlarında havayolu işletmelerinin farklı iş kollarında çalışanların faaliyetlerinde öne çıkan ve örgütsel iletişim, örgüt verimliliği, performansı, örgütsel bağlılık gibi beklentileri doğrudan etkileyen örgütsel güven kavramına odaklanmıştır. Bu bağlamda güven kavramı çalışanın örgütün vaatlerine ve eylemlerine olan inancı ve beklentisi olarak görülür. Araştırmada havalimanlarında, zaman ve iş yükü baskısına rağmen operasyonların eksiksiz ve emniyetle gerçekleştirilmesinde etkili olan çalışanların sorumlu yöneticilerden beklenen dönüşümcü liderlik becerilerinin güven kavramı ile ilişkisi konu olarak alınmıştır. Çalışmanın amacı, dönüşümcü liderliğin örgütsel güven üzerindeki etkisi olarak belirlenmiştir. Araştırmanın evreni Ankara Esenboğa Havalimanı’nda faaliyet gösteren 3 farklı özel havayolu işletmesinde çalışanlarından oluşmaktadır. Dönüşümcü liderliğin ölçülebilmesi için Carless v.d. tarafından geliştirilen “Dönüşümcü Liderlik Ölçeği” kullanılmıştır [1]. Örgütsel güvenin ölçülebilmesi için ise Tokgöz ve Seymen tarafından hastane personeli ile yürüttükleri çalışmada farklı ölçeklerden faydalanarak geliştirdikleri “Örgütsel Güven Ölçeği” kullanılmıştır [2]. 270 anket verisinin değerlendirildiği çalışmada dönüşümcü liderlik ve örgütsel güven arasında pozitif yönde ve istatistiksel olarak anlamlı bir ilişki tespit edilmiştir (r=0,642, p<0,05). Bulgulara göre dönüşümcü liderlik davranışının çalışanların örgütsel güven algısını %52,3 oranında etkilediği ortaya çıkarılmıştır (R2=0,523). Bu doğrultuda örgütlerdeki liderlerin dönüşümcü liderlik davranışları hakkında bilgilendirilmesi, bu doğrultuda çeşitli eğitimler alması önerilmektedir. Böylelikle liderler çalışanların örgütsel güven algısını iyileştirerek örgütün genel verimliliği ve performansı üzerinde olumlu bir etki yaratılabilmesini sağlayabileceklerdir.

Keywords

Hava Taşımacılığı, Havacılık Yönetimi, Dönüşümcü Liderlik, Örgütsel Güven

The effect of transformational leadership on organizational trust: A study in aviation industry

Abstract

This research focuses on the concept of organizational trust, which stands out in the activities of employees in different business lines of airline companies at airports in Turkey and directly affects expectations such as organizational communication, organizational efficiency, performance, and organizational commitment. In this context, the concept of trust is seen as the belief and expectation of the employee in the promises and actions of the organization. In the research, the relationship between the concept of trust and the transformational leadership skills expected from the responsible managers of the employees, who are effective in the complete and safe execution of the operations at the airports despite the pressure of time and workload, has been taken as the subject. The aim of the study was determined as the effect of transformational leadership on organizational trust. The field of this research consists of employees of 3 different private airline companies, operating at Ankara Esenboğa Airport. In this study, to measure transformational leadership, the method of “Transformational Leadership Scale” developed by Carless et al. was used which had carried out to investigate the effect of transformational leadership behavior on organizational trust [1]. Additionally, to measure organizational trust, the “Organizational Trust Scale” developed by Tokgöz and Seymen by making use of different scale factors with hospital staff, was used [2]. In the study, in which 270 survey data were evaluated, a positive and statistically significant relationship was found between transformational leadership and organizational trust (r=0.642, p<0.05). In addition, it was determined that transformational leadership behaviour affects employees' perception of organizational trust by 52.3% (R2=0.523). As in all sectors, the trust of employees in their organizations in the aviation sector can seriously affect their performance. When confidence decreases, their performance and motivation decrease, and when it increases, they perform better. In this direction, it is recommended that leaders in organizations be informed about transformational leadership behaviours and receive various trainings in this direction. Thus, leaders will be able to create a positive effect on the overall efficiency and performance of the organization by improving the organizational trust perception of the employees.

Keywords

Air Transportation, Aviation Management, Transformational Leadership, Organizational Trust

References

• Carless, S. A., Wearing, A. J., & Mann, L. 2000. A short measure of transformational leadership. Journal of business and psychology, 14(3), 389-405.
• Tokgöz, E., & Seymen, O. A. 2013. Örgütsel Güven, Örgütsel Özdeşleşme ve Örgütsel Vatandaşlik Davranişi Arasindaki İlişki: Bir Devlet Hastanesinde Araştırma. Öneri Dergisi, 10(39), 61-76.
• De Lima, O. M. M. M., & Araújo, J. M. C. 2016. Linking transformational leadership and organizational trust: has organizational commitment a mediating effect on it?. Cuadernos de gestión, 16(1), 43-62.
• Örücü, E., & Kanbur, A. 2008. Örgütsel-yönetsel motivasyon faktörlerinin çalışanların performans ve verimliliğine etkilerini incelemeye yönelik ampirik bir çalışma: hizmet ve endüstri işletmesi örneği. Yönetim ve Ekonomi Dergisi, 15(1), 85-97.
• Yeşil, A. 2016. Liderlik ve motivasyon teorilerine yönelik kavramsal bir inceleme. Uluslararası Akademik Yönetim Bilimleri Dergisi, 2(3), 158-180.
• Mayer, R. C., Davis, J. H., & Schoorman, F. D. 1995. An integrative model of organizational trust. Academy of management review, 20(3), 709-734.
• Lane, C., & Bachmann, R. 1996. The social constitution of trust: supplier relations in Britain and Germany. Organization studies, 17(3), 365-395.
• Dirks, K. T., & Ferrin, D. L. 2001. The role of trust in organizational settings. Organization science, 12(4), 450-467.
• Möllering, G., Bachmann, R., & Lee, S. H. 2004. Introduction: Understanding organizational trust–foundations, constellations, and issues of operationalisation. Journal of managerial psychology.
• Rafferty, A. E., & Griffin, M. A. 2004. Dimensions of transformational leadership: Conceptual and empirical extensions. The leadership quarterly, 15(3), 329-354.
• Bass, B. M. 1985. Leadership and performance beyond expectations. Collier Macmillan.
• Zhu, Y., & Akhtar, S. 2014. The mediating effects of cognition-based trust and affect-based trust in transformational leadership's dual processes: evidence from China. The International Journal of Human Resource Management, 25(20), 2755-2771.
• Bass, B. M . (1990). From Transactional to Transformational Leadership: Learning to Share The Vision . Organizational Dynamics , Vol . 19, Issue 3, ss. 19-31.
• Cummings, G. G., MacGregor, T., Davey, M., Lee, H., Wong, C. A., Lo, E., ... & Stafford, E. 2010. Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. International journal of nursing studies, 47(3), 363-385.
• Bass, B. M., & Stogdill, R. M. 1990. Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.
• Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. 1990. Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The leadership quarterly, 1(2), 107-142.
• Suryanto, T. 2017. Cultural ethics and consequences in whistle-blowing among professional accountants: An empirical analysis. Journal of Applied Economic Sciences, 12(6).
• Avolio, B. J., & Bass, B. M. 1995. Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. The leadership quarterly, 6(2), 199-218.
• Fukuyama, F. 1996. Trust: The social virtues and the creation of prosperity. Simon and Schuster.
• Mehrabi, J., Javadi, M. H. M., AliAbadi, K., Tanhaei, M. H., & Samangoei, B. 2012. Studying relationships between tools of ethics management and organizational trust of education organization in city of Kermanshah province. International Journal of Human Resource Studies, 2(1), 139.
• Krosgaard, M. A., Brodt, S. E., & Whitener, E. M. 2002. Trust in the face of conflict: The role of managerial trustworthy behavior and organizational context. Journal of Applied Psychology, 87(2), 312.
• Huff, L., & Kelley, L. 2003. Levels of organizational trust in individualist versus collectivist societies: A seven-nation study. Organization science, 14(1), 81-90.
• Van der Berg, Y., & Martins, N. 2013. The relationship between organisational trust and quality of work life. SA Journal of Human Resource Management, 11(1), 1-13.
• Politis, J. D. 2003. The connection between trust and knowledge management: what are its implications for team performance. Journal of knowledge management.
• Huang, T. C., Lawler, J., & Lei, C. Y. 2007. The effects of quality of work life on commitment and turnover intention. Social Behavior and Personality: an international journal, 35(6), 735-750.
• Kerce, E. W., & Booth-Kewley, S. 1993. Quality of work life surveys in organizations: Methods and benefits. Sage Focus Editions, 158, 188-188.
• May, B. E., Lau, R. S. M., & Johnson, S. K. 1999. A longitudinal study of quality of work life and business performance. South Dakota Business Review, 58(2), 3-7.
• Shockley-Zalabak, P., Ellis, K., & Winograd, G. 2000. Organizational trust: What it means, why it matters. Organization Development Journal, 18(4), 35.
• Connel, N., & Mannion, R. 2006. Conceptualizations of trust in the organizational literature. Journal of Health Organization and Management, 20(5), 417-433.
• Bibb, S., & Kourdi, J. 2004. Trust matters: For organisational and personal success, Basingstoke: Palgrave Macmillan.
• Tucker, B. A., & Russell, R. F. 2004. The influence of the transformational leader. Journal of Leadership & Organizational Studies, 10(4), 103-111.
• Martins, N., & Von der Ohe, H. 2002. Trust as a factor in determining how to attract, motivate and retain talent. SA Journal of Industrial Psychology, 28(4), 49-57.
• Long, C. P., Sitkin, S. and Cardinal, L. B. 2003. Managerial Action to Build Control, Trust, and Fairness in Organizations: The Effect of Conflict, 16. Yıllık IACM Konferansı, Melbourne, Australia, Haziran.
• Long, C. P., Sitkin, S. and Cardinal, L. B. 2003. Managerial Action to Build Control, Trust, and Fairness in Organizations: The Effect of Conflict, 16. Yıllık IACM Konferansı, Melbourne, Australia, Haziran.
• Yang, J., & Mossholder, K. W. 2010. Examining the effects of trust in leaders: A bases-and-foci approach. The Leadership Quarterly, 21(1), 50-63.
• Whitener, E. M., Brodt, S. E., Korsgaard, M. A., & Werner, J. M. 1998. Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior. Academy of management review, 23(3), 513-530.
• Anheier, H., & Kendall, J. 2002. Interpersonal trust and voluntary associations: examining three approaches. The British journal of sociology, 53(3), 343-362.
• Heller, F. 1997. The leadership triad: Knowledge, trust and power. Human Systems Management, 16(4), 310.
• Macit, D., & Macit, A. 2017. Türkiye’de sivil havacılık sektöründe istihdamın mevcut durumu, sorunları ve sorunların çözümüne yönelik öneriler. Journal of Emerging Economies and Policy, 2(2), 74-85.
• Yue, C. A.; L. R. Men & M. A. Ferguson (2019). “Bridging Transformational Leadership, Transparent Communication, And Employee Openness to Change_ The Mediating Role of Trust”, Public Relations Review, 45(3), 1-13.
• Jena, L. K.; S. Pradhan & N. P. Panigrahy (2018). “Pursuit of Organisational Trust: Role of Employee Engagement, Psychological Well-Being and Transformational Leadership”, Asia Pacific Management Review, 23, 227-234.