Research Article
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Analysis of the Relationship Between the Destructive Leadership and the Perceived Organizational Obstacles

Year 2021, Volume 17, Issue 38, 5006 - 5041, 15.06.2021
https://doi.org/10.26466/opus.843064

Abstract

The aim of this study is to determine the relationship between destructive leadership behaviors of school administrators and organizational obstacle according to teachers' perceptions. For this purpose, in this study, it has been examined that how often school administrators perform destructive leadership behaviors, the relationship between both destructive leadership and perceived organizational obstacle, and gender of school administrators, type of school, number of staff at school, tenure of teachers, in addition, the extent to which destructive leadership sub-dimensions predict perceived organizational obstacle and the relationship between these two concepts. With the correlational method, this research was conduct-ed with 325 teachers working in pre-school, primary, secondary and high schools in Sakarya. "Destructive Leadership Scale" and "Perceived Organizational Obstruction Scale" were used to collect data. In the research findings, it was determined that the level of performing destructive leadership of school administrators was low and significant difference was found between the destructive leadership and the number of school staff and tenure of teachers. According to the teachers’ perceptions, the level of perceived organizational obstacle was determined to be low, and there was a significant difference between the perceived organizational obstacle and the type of school and the number of staff at school. It was determined that the dimensions of “inadequate leadership skills” and “nepotism (favoritism)” which are destructive leadership sub-dimensions, significantly predict the perceived organizational obstacles, and a high level of positive relationship was found between destructive leadership and perceived organizational obstacle.

References

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  • Bardes, M. ve Piccolo, R. F. (2010). Goal setting as an antecedent of destructive leader behaviors: When leadership goes wrong: destructive leadership, mistakes, and ethical failures. Greenwich: Information Age Publishing.
  • Barutçugil, İ. (2014). Liderlik. İstanbul: KariyerYayınları.
  • Bateman, T. S. ve Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26 (4), 587-595.
  • Brandes, P., Dharwadkar, R., and Dean, J. W. (1999, Mayıs). Does organizational cynicism matter? Employee and supervisor perspectives on work outcomes. Eastern Academy of Management Proceedings, 2, 150-153.
  • Bursalıoğlu, Z. (2013). Okul yönetiminde yeni yapı ve davranış. Ankara: Pegem Akademi.
  • Can, A. (2014). SPSS ile bilimsel araştırma sürecinde nicel very analizi. Ankara: Pegem Akademi.
  • Celep, C. (2014). Eğitim yöneticisinin liderlik davranışı. Ankara: Nobel AkademikYayıncılık.
  • Chan, D. K., Chow, S. Y., Lam, C. B. ve Cheung, S. F. (2008). Examining the job-related, psychological, and physical outcomes of workplace sexual harassment: A meta-analytic review. Psychology of Women Quarterly, 32 (4), 362-376.
  • Chandler, D. J. ve Fields, D. (2010). Ignoring the signposts: A process perspective of unethical and destructive leadership. B. Schyns and T. Hansbrough (Der.), When leadership goes wrong: Destructive leadership, mistakes, and ethical failures (s.99–143). USA: IAP Information Age Publishing.
  • Christie, R. ve Geiss, F. L. (1970). Studies in machiavellianism. New York: Academic Press. 14 Kasım 2019 tarihinde, https://www.amazon.com/Studies-Machiavellianism-Social-Psychology-Monographs-ebook/dp/B01M1BFIW2 adresindenerişildi.
  • Creswell, J. W. (2012). Educational research: Planning, conducting, and evaluating quantitative. Boston: Pearson.
  • Cropanzano, R., Prehar, C. A., and Chen, P. Y. (2002). Using social exchange theory to distinguish procedural from interactional. Group and OrganizationManagement, 27, 324–351.
  • Çelik, V. (2015). Eğitimselliderlik. Ankara: PegemAkademi.
  • Çetin, I. (2019). Yıkıcı liderlerde etik dışı davranışlar. Balkan ve Yakın Doğu BilimlerDergisi, 5 (2), 108-119.
  • DuBrin, A. J. (1995). Leadership research findings, practice, and skills. Boston: Houghton Mifflin.
  • Duffy, M. K., Ganster, D. C. vePagon, M. (2002). Social undermining in the workplace. Academy of Management Journal, 45 (2), 331-351.
  • Einarsen, S. (1999). The nature and causes of bullying at work. International journal of manpower. 20 (1/2). 16-27.
  • Einarsen, S. veRaknes, B. I. (1997). Harassment in the workplace and the victimization of men. Violence and victims, 12 (3), 247-263.
  • Einersan, S., Asland, M. S. veSkogstad, A. (2007). Destructive leadership behaviour: a definition and conceptual model. The Leadership Quarterly, 18 (3), 207-216.
  • Einersan, S., Asland, M. S. veSkogstad, A. (2010). The nature, prevelance and outcomes of destructive leadership: A behavioral and conglomerate approach.B. Schyns, and T. Hansbrough (Der.), When leadership goes wrong: Destructive leadership, mistakes, and ethical failures içinde (145-171). Charlotte: IAP Information Age Publishing.
  • Eisenberger, R., Fasolo, P. ve Davis-Lamastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51-59.
  • Emerson, R. M. (1976). Social exchange theory. Annual Review of Sociology, 2(1), 335-362.
  • Erkutlu, H. V. (2014). Liderlik, kuramlarve yeni bakışaçıları. Ankara: EfilYayınevi.
  • Gibney, R., Zagenczyk, T. J. ve Masters, M. F. (2009). The negative aspects of social exchange: An introduction to perceived organizational support. Group and Organization Management, 34(6), 665-697.
  • Gibney, R., Zagenczyk, T. J., Fuller, J. B., Hester, K. ve Caner, T. (2011). Exploring organizational obstruction and the expanded model of organizational identification. Journal of Applied Social Psychology, 41(5), 1083–1109.
  • Green, J. E. (2014). Toxic Leadership in Educational Organizations. Education Leadership Review, 15(1), 18-33.
  • Guillaume, R., Bazine, N., Fréour, L., Peña-Jimenez, M., Cangialosi, N., Battistelli, A. (2021). From feedback seeking to psychological attachment, the mediating role of adaptive performance in perceived obstruction context. The Spanish Journal of Psychology, 24, 1-18. https://doi.org/10.1017/SJP.2021.1
  • Gündüz, Y. veDedekorkut, S. E. (2014). Yıkıcı liderlik. Mersin Üniversitesi Eğitim Fakültesi Dergisi, 10(1), 95-104.
  • Hou, X. (2017). Multilevel influence of destructive leadership on millennial generation employees' innovative behavior. Social Behavior and Personality: An International Journal, 45(7), 1113-1126.
  • Hubert, A. B. ve Van Veldhoven, M. (2001). Risk sectors for undesirable behaviour and mobbing. European Journal of Work and Organizational Psychology, 10(4), 415-424.
  • Hughes, R. L., Ginnett, R. C. ve Gordon, C. J. (1999). Leadership: Enhancing the lessons of experience. Irwin: McGraw Hill.
  • Kellerman, B. (2004). Bad leadership: What it is, how it happens, why it matters. Boston: Massachusetts: Harvard Business School Press.
  • Kelloway, E. K., Mullen, J. ve Francis, L. (2006). Divergent effects of transformational and passive leadership on employee safety. Journal of Occupational Health Psychology, 11(1), 76-86.
  • Koçak, D. (2019). Algılanan örgütsel engel ölçeğinin Türkçe uyarlaması ve işte kalma niyeti üzerindeki etkisi. Business and Management Studies: An International Journal, 7(1), 58-77.
  • Koçel, T. (2010). İşletme yöneticiliği. İstanbul: Beta Yayınları.
  • Lee, E. R. (2016). The research about mediating effect of perceived organizational obstruction in the relationship with job insecurity and EVLN. Journal of Digital Convergence, 14(2), 99-114.
  • Lombardo, M. M. ve McCall, M. W. (1984). Coping with an intolerable boss. Greensboro: Center for Creative Leadership. 24 Aralık 2019 tarihinde, https://books.google.com.tr/books/about/Coping_with_an_Intolerable_Boss.html?id=443ZAAAAMAAJ&redir_esc=y adresinden erişildi.
  • Lu, H., Ling, W., Wu, Y. ve Liu, Y. (2012). A Chinese perspective on the content and structure of descruptive leadership. Chinese Management Studies, 6(2), 271-283.
  • Mackey, J. D., McAllister, C. P., Brees, J. R., Huang, L. andCarson, J. E. (2018). Perceived organizational obstruction: A mediator that addresses source–target misalignment between abusive supervision and OCBs. Journal of Organizational Behavior, 39(10), 1283-1295.
  • Marcus, B. ve Schuler, H. (2004). Antecedents of counterproductive behavior at work: A general perspective. Journal of Applied Psychology, 89(4), 647-660.
  • Mulvey, P. ve Padilla, A. (2010). The environment of destructive leadership. S. Birgit, and H. Tiffany (Der). When leadership goes wrong: Destructive leadership, mistakes and ethical failures içinde (s.49-71). Charlotte: Information Age Publishing.
  • Namie, G. ve Namie, R. (2009). Bully at work: What you can do to stop the hurt and reclaim your dignity on the job. Sourcebooks, Inc: Naperville.
  • Neuman, J. H. ve Baron, R. M. (2005). Aggression in the workplace: A social–psychological perspective. S. Fox, and P. E. Spector (Der.), Counterproductive work behavior: Investigations of actors and targets içinde (s.13-40). Washington, DC: American Psychological Association.
  • Northouse, P. G. (2018). Introduction to leadership: Concept and practice. London: SAGE Publications.
  • Özbağ, G. ve Çekmecelioğlu, H. (2014). Örgütsel engeller, psikolojik güçlendirme ve yaratıcı davranış arasındaki ilişkilerin kobi çalışanları üzerinde incelenmesi. 22. Ulusal Yönetim ve Organizasyon Kongresi. Konya: Selçuk Üniversitesi İktisadi ve İdariBilimler Fakültesi.
  • Padilla, A., Hogan, R. ve Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194.
  • Raaj, V.G. veGunaseelan, R. (2016). Destructive leadership and subordinates intention to leave: An empirical study. Indian Journal of Research, 5 (4), 77-79.
  • Rayner, C. ve Cooper, C. (1997). Workplace bullying: myth or reality‐can we afford to ignore it?. Leadership and Organization Development Journal. 18(4), 211-214.
  • Reed, G. E. veBullis, R. C. (2009). The impact of destructive leadership on senior military officers and civilian employees. Armed Forces and Society, 36(1), 5-18.
  • Reyhanoğlu, M. veAkın, Ö.(2016). Toksik liderlik örgütsel sağlığı olumsuz yönde tetikler mi?. İnsan ve Toplum Bilimleri Araştırmaları Dergisi, 5(3), 442-459.
  • Riege, A. (2005). Three-dozen knowledge-sharing barriers managers must conside. Journal of Knowledge Management, 9(3), 18-35.
  • Sezici, E. (2015). İzleyicilerinyıkıcıliderlikalgısıvesonuçları. 23. Ulusal Yönetim ve Organizasyon Kongresi. 2.Muğla: Muğla Sıtkı Koçman Üniversitesi Yayınları.
  • Shackleton, V. (1995). Business leadership. London: Routledge Inc. 29 Aralık 2019 tarihinde, https://www.abebooks.co.uk/book-search/title/business-leadership/author/shackleton/ adresinden erişildi.
  • Schaubroeck, J., Walumbwa, F. O., Ganster, D. C. veKepes, S. (2007). Destructive leader traits and the neutralizing influence of an “enriched” job. The Leadership Quarterly, 1(3), 236-251.
  • Schyns, B. ve Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.
  • Tabachnick, B. G., & Fidell, L. S. (2013). Using multivariate statistics. Boston: Pearson.
  • Tate, B. W. (2009). Bad to the bone: Empirically defining and measuring negative leadership. (Doktora tezi). Electronic Theses and Dissertations for Graduate School.
  • Tran, Q., Tian, Y. ve Sankoh, F. P. (2013). The impact of prevalent destructive leadership behaviour on subordinate employees in a firm. American Journal of Industrial and Business Management, 3(7), 595.
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Yıkıcı Liderlik ile Algılanan Örgütsel Engel Arasındaki İlişkinin İncelenmesi

Year 2021, Volume 17, Issue 38, 5006 - 5041, 15.06.2021
https://doi.org/10.26466/opus.843064

Abstract

Bu çalışmanın amacı okul yöneticilerinin yıkıcı liderlik davranışları ile öğretmenlerin algılarına göre örgütsel engel arasındaki ilişkiyi belirlemektir. Bu amaçla çalışmada okul yöneticilerinin yıkıcı liderlik davranışlarını ne sıklıkla sergiledikleri, yıkıcı liderlik ve algılanan örgütsel engel değişkenleri ile okul yöneticilerinin cinsiyeti, okul türü, okuldaki personel sayısı, öğretmenlerin hizmet yılı değişkenleri arasındaki ilişki ve bunların yanında yıkıcı liderlik alt boyutlarının algılanan örgütsel engelleri ne derece yordadığı ve yıkıcı liderlik ile algılanan örgütsel engel arasındaki ilişki incelenmiştir. İlişkisel modelde olan bu araştırma Sakarya ilindeki okul öncesi, ilkokul, ortaokul ve liselerde görev yapan toplam 325 öğretmen ile gerçekleştirilmiştir. Verilerin toplanmasında “Yıkıcı Liderlik Ölçeği” ile “Algılanan Örgütsel Engel Ölçeği” kullanılmıştır. Araştırma bulgularında okul yöneticilerinin yıkıcı liderlik davranışlarını sergileme düzeyinin düşük olduğu belirlenmiş ve yıkıcı liderlik ile okuldaki personel sayısı ve öğretmenlerin hizmet yılı arasında anlamlı farklılık tespit edilmiştir. Öğretmenlerin algılarına göre algılanan örgütsel engel düzeyinin düşük olduğu belirlenmiş, algılanan örgütsel engel ile okul türü ve okuldaki personel sayısı değişkenleri arasında anlamlı farklılık tespit edilmiştir. Yıkıcı liderlik alt boyutlarından olan “liderlik için yetkin olmamak” ve “adam kayırma” boyutlarının algılanan örgütsel engelleri anlamlı olarak yordadığı ve yıkıcı liderlik ile algılanan örgütsel engel arasında pozitif yüksek düzeyde ilişki tespit edilmiştir.

References

  • Ashforth, B. E. (1997). Petty tyranny in organizations: A preliminary examination of antecedents and consequences. Canadian Journal of Administrative Sciences, 14 (2), 126-140.
  • Bardes, M. ve Piccolo, R. F. (2010). Goal setting as an antecedent of destructive leader behaviors: When leadership goes wrong: destructive leadership, mistakes, and ethical failures. Greenwich: Information Age Publishing.
  • Barutçugil, İ. (2014). Liderlik. İstanbul: KariyerYayınları.
  • Bateman, T. S. ve Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26 (4), 587-595.
  • Brandes, P., Dharwadkar, R., and Dean, J. W. (1999, Mayıs). Does organizational cynicism matter? Employee and supervisor perspectives on work outcomes. Eastern Academy of Management Proceedings, 2, 150-153.
  • Bursalıoğlu, Z. (2013). Okul yönetiminde yeni yapı ve davranış. Ankara: Pegem Akademi.
  • Can, A. (2014). SPSS ile bilimsel araştırma sürecinde nicel very analizi. Ankara: Pegem Akademi.
  • Celep, C. (2014). Eğitim yöneticisinin liderlik davranışı. Ankara: Nobel AkademikYayıncılık.
  • Chan, D. K., Chow, S. Y., Lam, C. B. ve Cheung, S. F. (2008). Examining the job-related, psychological, and physical outcomes of workplace sexual harassment: A meta-analytic review. Psychology of Women Quarterly, 32 (4), 362-376.
  • Chandler, D. J. ve Fields, D. (2010). Ignoring the signposts: A process perspective of unethical and destructive leadership. B. Schyns and T. Hansbrough (Der.), When leadership goes wrong: Destructive leadership, mistakes, and ethical failures (s.99–143). USA: IAP Information Age Publishing.
  • Christie, R. ve Geiss, F. L. (1970). Studies in machiavellianism. New York: Academic Press. 14 Kasım 2019 tarihinde, https://www.amazon.com/Studies-Machiavellianism-Social-Psychology-Monographs-ebook/dp/B01M1BFIW2 adresindenerişildi.
  • Creswell, J. W. (2012). Educational research: Planning, conducting, and evaluating quantitative. Boston: Pearson.
  • Cropanzano, R., Prehar, C. A., and Chen, P. Y. (2002). Using social exchange theory to distinguish procedural from interactional. Group and OrganizationManagement, 27, 324–351.
  • Çelik, V. (2015). Eğitimselliderlik. Ankara: PegemAkademi.
  • Çetin, I. (2019). Yıkıcı liderlerde etik dışı davranışlar. Balkan ve Yakın Doğu BilimlerDergisi, 5 (2), 108-119.
  • DuBrin, A. J. (1995). Leadership research findings, practice, and skills. Boston: Houghton Mifflin.
  • Duffy, M. K., Ganster, D. C. vePagon, M. (2002). Social undermining in the workplace. Academy of Management Journal, 45 (2), 331-351.
  • Einarsen, S. (1999). The nature and causes of bullying at work. International journal of manpower. 20 (1/2). 16-27.
  • Einarsen, S. veRaknes, B. I. (1997). Harassment in the workplace and the victimization of men. Violence and victims, 12 (3), 247-263.
  • Einersan, S., Asland, M. S. veSkogstad, A. (2007). Destructive leadership behaviour: a definition and conceptual model. The Leadership Quarterly, 18 (3), 207-216.
  • Einersan, S., Asland, M. S. veSkogstad, A. (2010). The nature, prevelance and outcomes of destructive leadership: A behavioral and conglomerate approach.B. Schyns, and T. Hansbrough (Der.), When leadership goes wrong: Destructive leadership, mistakes, and ethical failures içinde (145-171). Charlotte: IAP Information Age Publishing.
  • Eisenberger, R., Fasolo, P. ve Davis-Lamastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51-59.
  • Emerson, R. M. (1976). Social exchange theory. Annual Review of Sociology, 2(1), 335-362.
  • Erkutlu, H. V. (2014). Liderlik, kuramlarve yeni bakışaçıları. Ankara: EfilYayınevi.
  • Gibney, R., Zagenczyk, T. J. ve Masters, M. F. (2009). The negative aspects of social exchange: An introduction to perceived organizational support. Group and Organization Management, 34(6), 665-697.
  • Gibney, R., Zagenczyk, T. J., Fuller, J. B., Hester, K. ve Caner, T. (2011). Exploring organizational obstruction and the expanded model of organizational identification. Journal of Applied Social Psychology, 41(5), 1083–1109.
  • Green, J. E. (2014). Toxic Leadership in Educational Organizations. Education Leadership Review, 15(1), 18-33.
  • Guillaume, R., Bazine, N., Fréour, L., Peña-Jimenez, M., Cangialosi, N., Battistelli, A. (2021). From feedback seeking to psychological attachment, the mediating role of adaptive performance in perceived obstruction context. The Spanish Journal of Psychology, 24, 1-18. https://doi.org/10.1017/SJP.2021.1
  • Gündüz, Y. veDedekorkut, S. E. (2014). Yıkıcı liderlik. Mersin Üniversitesi Eğitim Fakültesi Dergisi, 10(1), 95-104.
  • Hou, X. (2017). Multilevel influence of destructive leadership on millennial generation employees' innovative behavior. Social Behavior and Personality: An International Journal, 45(7), 1113-1126.
  • Hubert, A. B. ve Van Veldhoven, M. (2001). Risk sectors for undesirable behaviour and mobbing. European Journal of Work and Organizational Psychology, 10(4), 415-424.
  • Hughes, R. L., Ginnett, R. C. ve Gordon, C. J. (1999). Leadership: Enhancing the lessons of experience. Irwin: McGraw Hill.
  • Kellerman, B. (2004). Bad leadership: What it is, how it happens, why it matters. Boston: Massachusetts: Harvard Business School Press.
  • Kelloway, E. K., Mullen, J. ve Francis, L. (2006). Divergent effects of transformational and passive leadership on employee safety. Journal of Occupational Health Psychology, 11(1), 76-86.
  • Koçak, D. (2019). Algılanan örgütsel engel ölçeğinin Türkçe uyarlaması ve işte kalma niyeti üzerindeki etkisi. Business and Management Studies: An International Journal, 7(1), 58-77.
  • Koçel, T. (2010). İşletme yöneticiliği. İstanbul: Beta Yayınları.
  • Lee, E. R. (2016). The research about mediating effect of perceived organizational obstruction in the relationship with job insecurity and EVLN. Journal of Digital Convergence, 14(2), 99-114.
  • Lombardo, M. M. ve McCall, M. W. (1984). Coping with an intolerable boss. Greensboro: Center for Creative Leadership. 24 Aralık 2019 tarihinde, https://books.google.com.tr/books/about/Coping_with_an_Intolerable_Boss.html?id=443ZAAAAMAAJ&redir_esc=y adresinden erişildi.
  • Lu, H., Ling, W., Wu, Y. ve Liu, Y. (2012). A Chinese perspective on the content and structure of descruptive leadership. Chinese Management Studies, 6(2), 271-283.
  • Mackey, J. D., McAllister, C. P., Brees, J. R., Huang, L. andCarson, J. E. (2018). Perceived organizational obstruction: A mediator that addresses source–target misalignment between abusive supervision and OCBs. Journal of Organizational Behavior, 39(10), 1283-1295.
  • Marcus, B. ve Schuler, H. (2004). Antecedents of counterproductive behavior at work: A general perspective. Journal of Applied Psychology, 89(4), 647-660.
  • Mulvey, P. ve Padilla, A. (2010). The environment of destructive leadership. S. Birgit, and H. Tiffany (Der). When leadership goes wrong: Destructive leadership, mistakes and ethical failures içinde (s.49-71). Charlotte: Information Age Publishing.
  • Namie, G. ve Namie, R. (2009). Bully at work: What you can do to stop the hurt and reclaim your dignity on the job. Sourcebooks, Inc: Naperville.
  • Neuman, J. H. ve Baron, R. M. (2005). Aggression in the workplace: A social–psychological perspective. S. Fox, and P. E. Spector (Der.), Counterproductive work behavior: Investigations of actors and targets içinde (s.13-40). Washington, DC: American Psychological Association.
  • Northouse, P. G. (2018). Introduction to leadership: Concept and practice. London: SAGE Publications.
  • Özbağ, G. ve Çekmecelioğlu, H. (2014). Örgütsel engeller, psikolojik güçlendirme ve yaratıcı davranış arasındaki ilişkilerin kobi çalışanları üzerinde incelenmesi. 22. Ulusal Yönetim ve Organizasyon Kongresi. Konya: Selçuk Üniversitesi İktisadi ve İdariBilimler Fakültesi.
  • Padilla, A., Hogan, R. ve Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194.
  • Raaj, V.G. veGunaseelan, R. (2016). Destructive leadership and subordinates intention to leave: An empirical study. Indian Journal of Research, 5 (4), 77-79.
  • Rayner, C. ve Cooper, C. (1997). Workplace bullying: myth or reality‐can we afford to ignore it?. Leadership and Organization Development Journal. 18(4), 211-214.
  • Reed, G. E. veBullis, R. C. (2009). The impact of destructive leadership on senior military officers and civilian employees. Armed Forces and Society, 36(1), 5-18.
  • Reyhanoğlu, M. veAkın, Ö.(2016). Toksik liderlik örgütsel sağlığı olumsuz yönde tetikler mi?. İnsan ve Toplum Bilimleri Araştırmaları Dergisi, 5(3), 442-459.
  • Riege, A. (2005). Three-dozen knowledge-sharing barriers managers must conside. Journal of Knowledge Management, 9(3), 18-35.
  • Sezici, E. (2015). İzleyicilerinyıkıcıliderlikalgısıvesonuçları. 23. Ulusal Yönetim ve Organizasyon Kongresi. 2.Muğla: Muğla Sıtkı Koçman Üniversitesi Yayınları.
  • Shackleton, V. (1995). Business leadership. London: Routledge Inc. 29 Aralık 2019 tarihinde, https://www.abebooks.co.uk/book-search/title/business-leadership/author/shackleton/ adresinden erişildi.
  • Schaubroeck, J., Walumbwa, F. O., Ganster, D. C. veKepes, S. (2007). Destructive leader traits and the neutralizing influence of an “enriched” job. The Leadership Quarterly, 1(3), 236-251.
  • Schyns, B. ve Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.
  • Tabachnick, B. G., & Fidell, L. S. (2013). Using multivariate statistics. Boston: Pearson.
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  • Tran, Q., Tian, Y. ve Sankoh, F. P. (2013). The impact of prevalent destructive leadership behaviour on subordinate employees in a firm. American Journal of Industrial and Business Management, 3(7), 595.
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Details

Primary Language Turkish
Subjects Education and Educational Research
Journal Section Articles
Authors

Münevver ÇETİN
MARMARA ÜNİVERSİTESİ, ATATÜRK EĞİTİM FAKÜLTESİ
0000-0002-1203-9098
Türkiye


Muammer MARAL (Primary Author)
MİLLİ SAVUNMA ÜNİVERSİTESİ
0000-0002-2055-5711
Türkiye

Publication Date June 15, 2021
Published in Issue Year 2021, Volume 17, Issue 38

Cite

APA Çetin, M. & Maral, M. (2021). Yıkıcı Liderlik ile Algılanan Örgütsel Engel Arasındaki İlişkinin İncelenmesi . OPUS International Journal of Society Researches , 17 (38) , 5006-5041 . DOI: 10.26466/opus.843064