İşletmelerde Liderlik ve Kriz Yönetimi İlişkisi

Abstract

Günümüzde krizler işletmeler için kaçınılmaz bir olgu haline gelmiştir. Hızlı değişim ile birlikte yaşanan ekonomik teknolojik sosyo-kültürel vb. çevreden gelen baskılar ve yoğun rekabet sonucu krizden bağımsız bir işletme düşünmek olanaksız gibidir. Ekonomik istikrarsızlık ve çalkantılı çevre koşulları işletmeleri daha etkili bir yönetim arayışına yöneltmektedir. Bu yüzden kriz yönetimi önem kazanmaktadır. Krizin iyi yönetilmesi için yöneticinin veya liderin sahip olması gereken özellikler tarih boyunca incelenmiş ve çeşitli teoriler öne sürülmüştür. Bunlardan birisi de Fiedler'in 1970 yılında kurduğu durumsal liderlik teorisidir. Fiedler çalışmasında görev odaklı liderlerin istenmeyen durumlarda daha başarılı olduğunu bulmuştur. Görev odaklı veya ilişki odaklı olmak ile krizi olumlu veya olumsuz algılama arasında bir farklılık olup olmadığını ortaya çıkarmak için yapılan bu çalışmada ise; görev odaklı liderlerin krizi daha olumlu algıladığı ortaya çıkarılmıştır. Krizde kurumun dış dünya ile etkileşimi ve krizde üst düzey yönetimin tutum ve davranışları arasında ise görev veya ilişki odaklı olmak arasında anlamlı bir farklılık bulunmamıştır. Bu sonuçlara ulaşmak için ise Faktör Analizi ve bağımsız t testleri yapılmıştır

Keywords

• Liderlik stili, kriz, kriz yönetimi, kriz algısı, LPC

Crisis and Leadership Style Relationship in Entrepreneurs

Abstract

Crises are inevitable features of today‟s businesses. As a result of pressures from the economic technological and social cultural environment brought by rapid change and the ongoing intense competition, it is not possible to think of a firm that is exempt from crisis. The instability in the economy and turbulent environments force the firms to seek more effective management styles. Hence, the crisis management becomes important. Historically the traits that a leader should have a for a better management of crisis were investigated and theories were set forth thereupon. One of the theories related to the topic is thesituational leadership theory which was built by Fiedler in 1970. Fiedler found that the task oriented leaders were more successful under unfavorable conditions. In this study which is carried out to see whether there is a difference between task-oriented and relationship oriented leaders in terms of their perceptions regarding the crisis, it was found that the task-oriented leaders have a more positive perception of crisis. No significant difference between taskorientated and relationship orientated managers was found regarding the interaction of the firm with its environment and attitudes and behaviors of top management. Factor analysis and t tests were used to reach these results

Keywords

• Leadership styles, crisis, crisis management, crisis perception, LPC

References

1. Augustine, N. (1995), ManagingtheCrisisYouTriedtoPrevent, Harvard Business Review, Vol.73, No.6, p.147-158
2. Burnett, J. (1998), A Strategic ApproachtoManagingCrisis, PublicRelationsReview, Vol.24, No.4, p.475-488
3. Carmeli, Abraham and John Schaubroeck (2008), OrganisationalCrisisPreparedness: TheImportance of Learning FromFailures, LongRange Planning, Vol.41, pp.177-196
4. Coombs, Timothy (2001), TeachingtheCrisis Management/Communication Course, PublicRelationsReview, Vol.27, s.89-101
5. Fiedler, Fred (1970a), TheContingencyMode: A Theory of LeadershipEffectiveness, Problems in SocialPsychology, McGrawHillBookCompany, New York, pp. 279-289
6. Fiedler, Fred, Mitchell, Terence; Biglan, Anthony; Oncken, Gerald (1970b) TheContingency Model: CriticismandSuggestions, Academy of Management Journal, Sep70, Vol.13, No.3, p253-267
7. Fiedler, Fred (1972), TheEffects of Leadership Training andExperience: A Contingency Model Interpretation, AdministrativeScienceQuarterly, Dec72, Vol17, No.4, p453-470
8. Fiedler, Fred; Bons, Paul (1976), Changes in OrganizationalLeadershipandtheBehavior of RelationshipandTaskMotivatedLeaders, AdministrativeScienceQuarterly, Sep76, Vol.21, No.3, p453-473

9. Fiedler, Fred; Borden Donald and Albert Leister (1977), Validation of Contingency Model Leadership Training: LeaderMatch, Academy of Management Journal, Vol.20,No.3, 464-470
10. Fiedler, Fred (1996), Research on LeadershipSelectionand Training: OneView of theFuture, AdministrativeScienceQuarterly, Jun96, Vol.41, No.2, P241-250
11. Gorge, Mathieu (2006), Crisis Management Best Practice – Where do we Start From?,ComputerFaud& Security
12. Harman, Harry (1968), Modern Factor Analysis, TheUniversity of Chicago Press, Second Edition Revised.
13. Heath, Robert (1998), Dealingwiththecompletecrisis – thecrisismanagementshellstructure, SafetyScience, 30(1998), ss139-150
14. Hickman, Jennifer and William Crandall (1997), BeforeDisasterHits: A MultifacetedApproachtoCrisis Management, Business Horizons
15. James, ErikaandLynnWooten (2005), Leadership as (Un)usual: How toDisplayCompetence in Times of Crisis, Organizational Dynamics, Vol.24, No.2, pp141-152
16. Lee, Laesub; Jennifer H. Woesteand Robert L. Heath (2007), GettingreadyforCrisis: Strategic Excellence, PublicRelationsReview
17. Pearson, Christine; Sarah Mısra; JudithClair; IanMitroff (1997), ManagingtheUnthinkable, Organizational Dynamics, Autumn 1997
18. Sims, Henry; SamerFaraj ve Seokhwa Yun (2009), Whenshould a leader be directiveorempowering?How todevelopyourownsituationaltheory ofleadership, Business Horizons, Vol.52
19. Spillan, John ve Michelle Hough (2003), CrisisPlaning in Small Business: Importance, ImpetusandIndifference, European Management Journal, Vol.21, No.3, pp.398-407
20. Tsang, Alex (2000), MilitaryDoctrine in crisis Management: Three BeverageContaminationCases, Business Horizons, September-October 2000