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Güçlendirici Liderlik Ölçeğinin Eğitim Örgütleri İçin Türkçe’ye Uyarlaması: Geçerlik ve Güvenirlik Çalışması

Year 2018, Volume: 26 Issue: 4, 1043 - 1054, 15.07.2018
https://doi.org/10.24106/kefdergi.434140

Abstract




Bu araştırmanın amacı, Konczak, Stelly ve
Trusty tarafından geliştirilen Güçlendirici Liderlik Ölçeği’ni eğitim örgütleri
için Türkçe’ye uyarlamak ve ölçeğin geçerlik ve güvenirlik analizlerini
yapmaktır. Ölçeğin dil geçerliği çalışmaları yapılmış, dilsel eşdeğerliğe sahip
olduğu görüldükten sonra, 2015-2016 öğretim yılında Malatya ilinde görevli 220
öğretmene uygulanmıştır. Doğrulayıcı faktör analizi (DFA) sonucunda ölçeğin
orijinalindeki altı faktörlü yapısının doğrulanamaması üzerine örneklem sayısı
421’e çıkarılarak istatistiksel analizler tekrar yapılmıştır. Ölçeğin tek
faktörlü yapıdan yedi faktörlü yapıya kadar formları denenmiş ve üç faktörlü
yapının kabul edilebilir uyum değerlerine sahip olduğu görülmüştür.  Geçerlik ve güvenirlik çalışmaları sonucunda,
okul müdürlerinin Güçlendirici Liderlik davranışlarını ölçmede geçerli ve
güvenilir bir ölçme aracı olarak kullanılabilecek üç faktörlü Türkçe formu
oluşturulmuştur.



References

  • Ahearne, M., Mathieu, J., ve Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90(5), 945.
  • Albrecht, S. L., ve Andreetta, M. (2011). The influence of empowering leadership, empow-erment and engagement on affective commitment and turnover intentions in community health service workers: Test of a model. Leadership in Health Services, 24(3), 228-237.
  • Arnold, A.J. Arad, S. Rhoades, J.A., ve Drasgow, F. (2000). The empowering leadership questionnaire the constranction and validation of a new scale for measuring leader behav-iors. Journal of Organizational Behavior. 21, 249-269.
  • Arslantaş, C. C. (2007). Güçlendirici Lider Davranışının Psikolojik Güçlendirme Üzerindeki Etkisini Belirlemeye Yönelik Görgül Bir
  • Araştırma. Anadolu Üniversitesi Sosyal Bilimler Dergisi, 7(2), 227-240.
  • Bayram, N. (2016). Yapısal eşitlik modellemesine giriş: Amos uygulamaları. Bursa: Ezgi Kitabevi.
  • Bobbio, A., Bellan, M., ve Manganelli, A. M. (2012). Empowering leadership, perceived organizational support, trust, and job burnout for nurses: A study in an Italian general hospi-tal. Health Care Management Review, 37(1), 77-87.
  • Brown, T. A. (2014). Confirmatory factor analysis for applied research. Guilford Publica-tions.
  • Büyüköztürk, Ş. (2002). Faktör analizi: temel kavramlar ve ölçek geliştirmede kul-lanımı. Kuram ve Uygulamada Eğitim Yönetimi, 32(32), 470-483.
  • Büyüköztürk, Ş. (2010). Sosyal bilimler için veri analizi el kitabı. Ankara: PegemA Yayıncılık.
  • Can, A. (2014). SPSS ile nicel veri analizi. Ankara: Pegem Akademi Yayıncılık.
  • Conger, J. A., ve Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of management review, 13(3), 471-482.
  • Cramer, D. (2003). Advanced quantitative data analysis. Philadelphia: Open University Press.
  • Çokluk, Ö., Şekercioğlu, G. ve Büyüköztürk, Ş. (2010). Sosyal bilimler için çok değişkenli istatistik: SPSS Ve LISREL uygulamaları. Ankara: Pegem A Akademi.
  • Erkuş, A. (2012). Psikolojide ölçme ve ölçek geliştirme. Ankara: Pegem Akademi Yayınları.
  • Gao, L., Janssen, O., ve Shi, K. (2011). Leader trust and employee voice: The moderating role of empowering leader behaviors. The Leadership Quarterly,22(4), 787-798.
  • Harrington, D. (2009). Confirmatory factor analysis. Oxford University Press.
  • Hooper, D., Coughlan, J. ve Mullen, M. (2008). Structural equation modelling: Guidelines for determining model fit. The Electronic Journal of Business Research Methods, 6(1), 53-60
  • Hough, L. (2011). Superintendents’ empowering leadership and district achievement: Does humility produce results? Doctoral Thesis, The George Washington University.
  • Jung, D. I., ve Sosik, J. J. (2002). Transformational leadership in work groups the role of empowerment, cohesiveness, and collective-efficacy on perceived group perfor-mance. Small group research, 33(3), 313-336.
  • Kalaycı, Ş. (2006). SPSS uygulamalı çok değişkenli istatistik teknikleri. Ankara: Asil Yayın Dağıtım.
  • Karagöz, Y. (2016). SPSS ve AMOS uygulamalı istatistiksel analizler. Ankara: Nobel Yayınevi.
  • Konczak, L. J., Stelly, D. J., ve Trusty, M. L. (2000). Defining and measuring empowering leader behaviors: Development of an upward feedback instrument. Educational and Psy-chological Measurement, 60(2), 301-313.
  • Kuo, R. Z., Lai, M. F., ve Lee, G. G. (2011). The impact of empowering leadership for KMS adoption. Management Decision, 49(7), 1120-1140.
  • Liu, W., Lepak, D. P., Takeuchi, R., ve Sims Jr, H. P. (2003). Matching leadership styles with employment modes: strategic human resource management perspective. Human resource management review, 13(1), 127-152.
  • MacCallum, R. C., Widaman, K. F., Zhang, S. ve Hong, S. (1999). Sample size in factor analysis. Psychological Methods, 4(1), 84.
  • Magni, M., ve Maruping, L. M. (2013). Sink or Swim: Empowering leadership and overload in teams' ability to deal with the unexpected. Human Resource Management, 52(5), 715-739.
  • Manz, C. C., ve Sims Jr, H. P. (1987). Leading workers to lead themselves: The external leadership of self-managing work teams. Administrative Science Quarterly, 12(4), 106-129.
  • Manz, C. C., ve Sims, H. P. (1991). Superleadership: Beyond the myth of heroic leader-ship. Organizational Dynamics, 19(4), 18-35.
  • Marsh, H. W., Hau, K. T., Artelt, C., Baumert, J. ve Peschar, J. L. (2006). OECD's brief self-report measure of educational psychology's most useful affective constructs: Cross-cultural, psychometric comparisons across 25 countries. International Journal of Testing, 6(4), 311-360.
  • Meredith, M. ve Murrell, K.L.(2000). Empowering employees, Mcgraw-Hill, New York.
  • Meydan, C.H. ve Şeşen, H. (2015). Yapısal eşitlik modellemesi amos uygulamaları. Ankara: Detay Yayıncılık.
  • Munro, B. H. (2005). Statistical methods for health care research . Newyork: Lippincott Williams and Wilkins.
  • Pearce, C. L. ve Sims Jr, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transac-tional, transformational, and empowering leader behaviors. Group dynamics: Theory, Re- search, and Practice, 6(2), 172-197.
  • Pearce, C. L., Conger, J. A., ve Locke, E. A. (2008). Shared leadership theory.The Leadership Quarterly, 19(5), 622-628.
  • Reitzurg, U.C. (1994). A case study of empowering principal behavior, American Educational Research Journal, 31(2), 283-307.
  • Schumacker, R. E., ve Lomax, R. G. (2004). A beginner's guide to structural equation model-ing. Psychology Press.
  • Seçer, İ. (2015). Psikolojik test geliştirme ve uyarlama süreci: SPSS ve LISREL uygulamaları. Ankara: Anı yayıncılık.
  • Sims, H. P., Faraj, S., ve Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52(2), 149-158.
  • Srivastava, A., Bartol, K. M., ve Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49(6), 1239-1251.
  • Tabachnick, B. G.,ve Fidell, L. S. (2007). Using multivariate statistics: Pearson Education Inc. Boston, MA.
  • Tuckey, M. R., Bakker, A. B., ve Dollard, M. F. (2012). Empowering leaders optimize work-ing conditions for engagement: a multilevel study. Journal of Occupational Health Psy-chology, 17(1), 15.
  • Wilkinson, A. (1998). Empowerment: theory and practice. Personnel review, 27(1), 40-56.
  • Xue, Y., Bradley, J., ve Liang, H. (2011). Team climate, empowering leadership, and knowledge sharing. Journal of knowledge management, 15(2), 299-312.
  • Yılmaz, H. (2011). Güçlendirici Liderlik. İstanbul: Beta Basım Yayın Dağıtım.
  • Yun, S., Cox, J., ve Sims Jr, H. P. (2006). The forgotten follower: a contingency model of leadership and follower self-leadership. Journal of Managerial Psychology, 21(4), 374-388.

Turkish Adaptation of the Empowering Leadership Scale for Educational Organizations: A Validity and Reliability Study

Year 2018, Volume: 26 Issue: 4, 1043 - 1054, 15.07.2018
https://doi.org/10.24106/kefdergi.434140

Abstract




This
study aims to adapt Empowering Leadership Scale developed by Konczak, Stelly
and Trusty, and to carry out reliability and validity analyses for educational
organizations in Turkey. Linguistic validity studies were carried out, and as
it was proved to have linguistic equivalence, the scale was administered to 220
teachers working in Malatya in 2015-2016 academic year. As a consequence of
unreliable results,   the sample size was
increased to 421 and statistical analyses were reiterated.  Forms of the scale from the one-factor
structure to the seven-factor structure were tested and it was found that the
three-factor structure had 









acceptable
fit values. At the end of the validity and reliability studies, a three-factor
Turkish form has been developed and it can be used as a valid and reliable
measurement tool to measure Empowering Leadership behaviors of school
principals.
 
      

References

  • Ahearne, M., Mathieu, J., ve Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90(5), 945.
  • Albrecht, S. L., ve Andreetta, M. (2011). The influence of empowering leadership, empow-erment and engagement on affective commitment and turnover intentions in community health service workers: Test of a model. Leadership in Health Services, 24(3), 228-237.
  • Arnold, A.J. Arad, S. Rhoades, J.A., ve Drasgow, F. (2000). The empowering leadership questionnaire the constranction and validation of a new scale for measuring leader behav-iors. Journal of Organizational Behavior. 21, 249-269.
  • Arslantaş, C. C. (2007). Güçlendirici Lider Davranışının Psikolojik Güçlendirme Üzerindeki Etkisini Belirlemeye Yönelik Görgül Bir
  • Araştırma. Anadolu Üniversitesi Sosyal Bilimler Dergisi, 7(2), 227-240.
  • Bayram, N. (2016). Yapısal eşitlik modellemesine giriş: Amos uygulamaları. Bursa: Ezgi Kitabevi.
  • Bobbio, A., Bellan, M., ve Manganelli, A. M. (2012). Empowering leadership, perceived organizational support, trust, and job burnout for nurses: A study in an Italian general hospi-tal. Health Care Management Review, 37(1), 77-87.
  • Brown, T. A. (2014). Confirmatory factor analysis for applied research. Guilford Publica-tions.
  • Büyüköztürk, Ş. (2002). Faktör analizi: temel kavramlar ve ölçek geliştirmede kul-lanımı. Kuram ve Uygulamada Eğitim Yönetimi, 32(32), 470-483.
  • Büyüköztürk, Ş. (2010). Sosyal bilimler için veri analizi el kitabı. Ankara: PegemA Yayıncılık.
  • Can, A. (2014). SPSS ile nicel veri analizi. Ankara: Pegem Akademi Yayıncılık.
  • Conger, J. A., ve Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of management review, 13(3), 471-482.
  • Cramer, D. (2003). Advanced quantitative data analysis. Philadelphia: Open University Press.
  • Çokluk, Ö., Şekercioğlu, G. ve Büyüköztürk, Ş. (2010). Sosyal bilimler için çok değişkenli istatistik: SPSS Ve LISREL uygulamaları. Ankara: Pegem A Akademi.
  • Erkuş, A. (2012). Psikolojide ölçme ve ölçek geliştirme. Ankara: Pegem Akademi Yayınları.
  • Gao, L., Janssen, O., ve Shi, K. (2011). Leader trust and employee voice: The moderating role of empowering leader behaviors. The Leadership Quarterly,22(4), 787-798.
  • Harrington, D. (2009). Confirmatory factor analysis. Oxford University Press.
  • Hooper, D., Coughlan, J. ve Mullen, M. (2008). Structural equation modelling: Guidelines for determining model fit. The Electronic Journal of Business Research Methods, 6(1), 53-60
  • Hough, L. (2011). Superintendents’ empowering leadership and district achievement: Does humility produce results? Doctoral Thesis, The George Washington University.
  • Jung, D. I., ve Sosik, J. J. (2002). Transformational leadership in work groups the role of empowerment, cohesiveness, and collective-efficacy on perceived group perfor-mance. Small group research, 33(3), 313-336.
  • Kalaycı, Ş. (2006). SPSS uygulamalı çok değişkenli istatistik teknikleri. Ankara: Asil Yayın Dağıtım.
  • Karagöz, Y. (2016). SPSS ve AMOS uygulamalı istatistiksel analizler. Ankara: Nobel Yayınevi.
  • Konczak, L. J., Stelly, D. J., ve Trusty, M. L. (2000). Defining and measuring empowering leader behaviors: Development of an upward feedback instrument. Educational and Psy-chological Measurement, 60(2), 301-313.
  • Kuo, R. Z., Lai, M. F., ve Lee, G. G. (2011). The impact of empowering leadership for KMS adoption. Management Decision, 49(7), 1120-1140.
  • Liu, W., Lepak, D. P., Takeuchi, R., ve Sims Jr, H. P. (2003). Matching leadership styles with employment modes: strategic human resource management perspective. Human resource management review, 13(1), 127-152.
  • MacCallum, R. C., Widaman, K. F., Zhang, S. ve Hong, S. (1999). Sample size in factor analysis. Psychological Methods, 4(1), 84.
  • Magni, M., ve Maruping, L. M. (2013). Sink or Swim: Empowering leadership and overload in teams' ability to deal with the unexpected. Human Resource Management, 52(5), 715-739.
  • Manz, C. C., ve Sims Jr, H. P. (1987). Leading workers to lead themselves: The external leadership of self-managing work teams. Administrative Science Quarterly, 12(4), 106-129.
  • Manz, C. C., ve Sims, H. P. (1991). Superleadership: Beyond the myth of heroic leader-ship. Organizational Dynamics, 19(4), 18-35.
  • Marsh, H. W., Hau, K. T., Artelt, C., Baumert, J. ve Peschar, J. L. (2006). OECD's brief self-report measure of educational psychology's most useful affective constructs: Cross-cultural, psychometric comparisons across 25 countries. International Journal of Testing, 6(4), 311-360.
  • Meredith, M. ve Murrell, K.L.(2000). Empowering employees, Mcgraw-Hill, New York.
  • Meydan, C.H. ve Şeşen, H. (2015). Yapısal eşitlik modellemesi amos uygulamaları. Ankara: Detay Yayıncılık.
  • Munro, B. H. (2005). Statistical methods for health care research . Newyork: Lippincott Williams and Wilkins.
  • Pearce, C. L. ve Sims Jr, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transac-tional, transformational, and empowering leader behaviors. Group dynamics: Theory, Re- search, and Practice, 6(2), 172-197.
  • Pearce, C. L., Conger, J. A., ve Locke, E. A. (2008). Shared leadership theory.The Leadership Quarterly, 19(5), 622-628.
  • Reitzurg, U.C. (1994). A case study of empowering principal behavior, American Educational Research Journal, 31(2), 283-307.
  • Schumacker, R. E., ve Lomax, R. G. (2004). A beginner's guide to structural equation model-ing. Psychology Press.
  • Seçer, İ. (2015). Psikolojik test geliştirme ve uyarlama süreci: SPSS ve LISREL uygulamaları. Ankara: Anı yayıncılık.
  • Sims, H. P., Faraj, S., ve Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52(2), 149-158.
  • Srivastava, A., Bartol, K. M., ve Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49(6), 1239-1251.
  • Tabachnick, B. G.,ve Fidell, L. S. (2007). Using multivariate statistics: Pearson Education Inc. Boston, MA.
  • Tuckey, M. R., Bakker, A. B., ve Dollard, M. F. (2012). Empowering leaders optimize work-ing conditions for engagement: a multilevel study. Journal of Occupational Health Psy-chology, 17(1), 15.
  • Wilkinson, A. (1998). Empowerment: theory and practice. Personnel review, 27(1), 40-56.
  • Xue, Y., Bradley, J., ve Liang, H. (2011). Team climate, empowering leadership, and knowledge sharing. Journal of knowledge management, 15(2), 299-312.
  • Yılmaz, H. (2011). Güçlendirici Liderlik. İstanbul: Beta Basım Yayın Dağıtım.
  • Yun, S., Cox, J., ve Sims Jr, H. P. (2006). The forgotten follower: a contingency model of leadership and follower self-leadership. Journal of Managerial Psychology, 21(4), 374-388.
There are 46 citations in total.

Details

Primary Language English
Subjects Studies on Education
Journal Section Review Article
Authors

Necdet Konan

O.tayyar Çelik This is me

Publication Date July 15, 2018
Acceptance Date October 25, 2017
Published in Issue Year 2018 Volume: 26 Issue: 4

Cite

APA Konan, N., & Çelik, O. (2018). Turkish Adaptation of the Empowering Leadership Scale for Educational Organizations: A Validity and Reliability Study. Kastamonu Education Journal, 26(4), 1043-1054. https://doi.org/10.24106/kefdergi.434140

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