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Kurumsal Organizasyonlardaki Liderlik Tipleri Verimliliklerinin Swara Yöntemiyle Değerlendirilmesi

Year 2021, , 66 - 81, 30.06.2021
https://doi.org/10.47097/piar.865613

Abstract

Günümüz organizasyonlarında çeşitli liderlik türleri uygulanmakta ve her biri çalışanlar üzerinde etki bırakmaktadır. Bu bağlamda verimli olacak bir liderlik türünün belirlenmesi organizasyon ve yönetim açısından önem taşımaktadır. Bu çalışmada liderlik ve motivasyon kavramları ile liderlik türleri teorik olarak açıklanmıştır. Kurumsal organizasyonlarda uygulanan liderlik türlerinin verimliliklerinin tespit edilmesi çalışmanın amacını oluşturmaktadır. Araştırmada 11 adet liderlik felsefesi ele alınmış ve kriter olarak belirlenen bu felsefeler 4 şirket sahibi ve 7 yönetici olmak üzere 11 uzman tarafından değerlendirilerek veriler elde edilmiştir. Bu değerlendirme çok kriterli karar verme yöntemlerinden, SWARA metodu kullanılarak yapılmıştır. Kurumsal firmalarda çalışan olarak bulunan kişilerin, demokratik ve esnek yönetim-liderlik biçimlerini tercih ettikleri, şirkette hisse sahibi olan yöneticilerin biraz daha kontrolcü ve geleneksel liderlik şekillerine de önem verdiği bulguları görülmüştür. Araştırma sonucunda demokratik liderlik, organizasyonlarda en verimli görülen liderlik türlerinde ilk sırada yer alırken onu sırasıyla dönüşümcü liderlik ve karizmatik liderlik izlemiştir. Ayrıca otokratik liderliğin, en az verimli görülen liderlik türü olduğu sonucuna ulaşılmıştır.

References

  • Adalı, E. A., ve Işık, A. T. (2017). Bir Tedarikçi Seçim Problemi İçin SWARA ve WASPAS Yöntemlerine Dayanan Karar Verme Yaklaşımı. International Review of Economics and Management, 5(4), 56-77.
  • Alanazi, T. R., Alharthey, B. K., & Rasli, A. (2013). Overview of path-goal leadership theory. Sains Humanika, 64(2).
  • Barbuto Jr, J. E. (2005). Motivation and transactional, charismatic, and transformational leadership: A test of antecedents. Journal of Leadership & Organizational Studies, 11(4), 26-40.
  • Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction. International Business Research, 5(2), 192.
  • Boyne, S. (2012). Leadership and motivation in hospitality (Doctoral dissertation, Bournemouth University, School of Tourism.).
  • Caillier, J. G. (2020). Testing the influence of autocratic leadership, democratic leadership, and public service motivation on citizen ratings of an agency head’s performance. Public Performance & Management Review, 43(4), 918-941.
  • Chen, J. C., Lin, T. L., & Kuo, M. H. (2002). Artificial worlds modeling of human resource management systems. IEEE transactions on evolutionary computation, 6(6), 542-556.
  • Choi, S. (2007). Democratic leadership: The lessons of exemplary models for democratic governance. International Journal of Leadership Studies, 2(3), 243-262.
  • Chukwuebuka, O. Y. L., & Chukwuma, K. (2007). Evaluation of leadership and organizational performance in small scale industries in Nigeria: a case of selected small scale industries in Aba, Abia state, Nigeria.
  • Chukwusa, J. (2018). Autocratic Leadership Style: Obstacle to Success in Academic Libraries. Library Philosophy and Practice, 1.
  • Çakır, E. (2017). Kriter ağırlıklarının SWARA–Copeland yöntemi ile belirlenmesi: Bir üretim işletmesinde uygulama. Adnan Menderes Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 4(1), 42-56.
  • De Cremer, D. (2006). Affective and motivational consequences of leader self-sacrifice: The moderating effect of autocratic leadership. The Leadership Quarterly, 17(1), 79-93.
  • DePree, M. (1998). What is leadership. Leading organizations: Perspectives for a new era, 130-132.
  • Farmer, L. A. (2005). Situational leadership: A model for leading telecommuters. Journal of Nursing Management, 13(6), 483-489.
  • Fiaz, M., Su, Q., & Saqib, A. (2017). Leadership styles and employees' motivation: Perspective from an emerging economy. The Journal of Developing Areas, 51(4), 143-156.
  • Gibson, J. W., Hannon, J. C., & Blackwell, C. W. (1999). Charismatic leadership: The hidden controversy. Journal of Leadership Studies, 5(4), 11-28.
  • Harms, P. D., Wood, D., Landay, K., Lester, P. B., & Lester, G. V. (2018). Autocratic leaders and authoritarian followers revisited: A review and agenda for the future. The Leadership Quarterly, 29(1), 105-122.
  • Hogg, M. A. (2020). Uncertain Self in a Changing World: A Foundation for Radicalisation, Populism, and Autocratic Leadership. European Review of Social Psychology, 1-34.
  • House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage publications.
  • Ispas, A. (2012). The Perceived Leadership Style and Employee Performance in Hotel Industry–a Dual Approach. Revista de Management Comparat Internațional, 13(2), 294-304.
  • Ju, D., Huang, M., Liu, D., Qin, X., Hu, Q., & Chen, C. (2019). Supervisory consequences of abusive supervision: An investigation of sense of power, managerial self-efficacy, and task-oriented leadership behavior. Organizational Behavior and Human Decision Processes, 154, 80-95.
  • Keršulienė, V., & Turskis, Z. (2011). Integrated fuzzy multiple criteria decision making model for architect selection. Technological and Economic Development of Economy, 17(4), 645-666.
  • Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management review, 12(4), 648-657.
  • McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.
  • Moore, L. L., & Rudd, R. D. (2006). Leadership styles of current extension leaders. Journal of Agricultural Education, 47(1), 6.
  • Naile, I., & Selesho, J. M. (2014). The role of leadership in employee motivation. Mediterranean Journal of Social Sciences, 5(3), 175.
  • Nair, K., James, W., & Shilbayeh, S. S. (2019). An Analysis of the Role of Motivation in Leadership Styles Utilized by Today’s Leaders in the “SMART” Organizations in the United Arab Emirates. American Journal of Business and Management, 8(1), 11-17.
  • Nawaz, Z. A. K. D. A., & Khan_ PhD, I. (2016). Leadership theories and styles: A literature review. Leadership, 16(1), 1-7.
  • Odumeru, J. A., & Ogbonna, I. G. (2013). Transformational vs. transactional leadership theories: Evidence in literature. International Review of Management and Business Research, 2(2), 355.
  • Ray, S., & Ray, I. A. (2012). Understanding democratic leadership: some key issues and perception with reference to india’s freedom movement. Afro Asian Journal of Social Sciences, 3(3.1), 1-26.
  • Schaffer, B. (2008). Leadership and motivation. Supervision, 69(2), 6.
  • Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization science, 4(4), 577-594.
  • Spears, L. C., & Lawrence, M. (Eds.). (2016). Practicing servant-leadership: Succeeding through trust, bravery, and forgiveness. John Wiley & Sons.
  • Şimşek, A., Çatır, O. ve Ömürbek, N. (2015) TOPSIS ve MOORA Yöntemleri ile Tedarikçi Seçimi: Turizm Sektöründe Bir Uygulama. Balıkesir University The Journal of Social Sciences Institute, 18(33): 133-161.
  • Terlemez, M. (2019). Liderliğin spora yansıması. İmgelem, 3(5), 413-422.
  • Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC health services research, 11(1), 1-9.
  • Uğur, S. S., & Uğur, U. Ğ. U. R. (2014). Yöneticilik Ve Liderlik Ayrımında Kişisel Farklılıkların Rolü. Organizasyon ve yönetim bilimleri dergisi, 6(1), 122-136.
  • Van de Vliert, E. (2006). Autocratic leadership around the globe: Do climate and wealth drive leadership culture?. Journal of Cross-Cultural Psychology, 37(1), 42-59.
  • Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: literature review. Journal of Management Development. 35 (2), 190-216.
  • Yang, I. (2015). Positive effects of laissez-faire leadership: conceptual exploration. Journal of Management Development, 34, 1246-1261
  • Zavadskas, E. K. & Turskis Z. (2010). A New Additive Ratio Assessment (ARAS) Method in Multicriteria Decision-Making. Technological and Economic Development of Economy, 16(2): 159-172.
  • Zolfani, S. H., & Banihashemi, S. S. A. (2014). Personnel selection based on a novel model of game theory and MCDM approaches. Proc. of 8th International Scientific Conference" Business and Management (pp. 15-16).
  • Zolfani, S. H., & Saparauskas, J. (2013). New application of SWARA method in prioritizing sustainability assessment indicators of energy system. Engineering Economics, 24(5), 408-414.

Evaluation Of Leadership Types Efficiency In Corporate Organizations By Swara Method

Year 2021, , 66 - 81, 30.06.2021
https://doi.org/10.47097/piar.865613

Abstract

Various types of leadership are implemented in today's organizations and each has an impact on employees. In this context, determining a type of leadership that will be efficient is important in terms of organization and management. In this study, the concepts of leadership and motivation and leadership types are explained theoretically. The purpose of the study is to determine the efficiency of the leadership types applied in corporate organizations. In the research, 11 leadership philosophies were discussed and these philosophies, which were determined as criteria, were evaluated by 11 experts, 4 company owners and 7 managers, and data were obtained. This evaluation was made by using SWARA method, which is a multi-criteria decision making method. It has been found that people working in corporate firms prefer democratic and flexible forms of management and leadership, and managers who have shares in the company place more emphasis on controlling and traditional leadership styles. As a result of the research, while democratic leadership ranks first among the most efficient types of leadership in organizations, it was followed by transformational leadership and charismatic leadership, respectively. In addition, it is concluded that autocratic leadership is the least efficient type of leadership.

References

  • Adalı, E. A., ve Işık, A. T. (2017). Bir Tedarikçi Seçim Problemi İçin SWARA ve WASPAS Yöntemlerine Dayanan Karar Verme Yaklaşımı. International Review of Economics and Management, 5(4), 56-77.
  • Alanazi, T. R., Alharthey, B. K., & Rasli, A. (2013). Overview of path-goal leadership theory. Sains Humanika, 64(2).
  • Barbuto Jr, J. E. (2005). Motivation and transactional, charismatic, and transformational leadership: A test of antecedents. Journal of Leadership & Organizational Studies, 11(4), 26-40.
  • Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction. International Business Research, 5(2), 192.
  • Boyne, S. (2012). Leadership and motivation in hospitality (Doctoral dissertation, Bournemouth University, School of Tourism.).
  • Caillier, J. G. (2020). Testing the influence of autocratic leadership, democratic leadership, and public service motivation on citizen ratings of an agency head’s performance. Public Performance & Management Review, 43(4), 918-941.
  • Chen, J. C., Lin, T. L., & Kuo, M. H. (2002). Artificial worlds modeling of human resource management systems. IEEE transactions on evolutionary computation, 6(6), 542-556.
  • Choi, S. (2007). Democratic leadership: The lessons of exemplary models for democratic governance. International Journal of Leadership Studies, 2(3), 243-262.
  • Chukwuebuka, O. Y. L., & Chukwuma, K. (2007). Evaluation of leadership and organizational performance in small scale industries in Nigeria: a case of selected small scale industries in Aba, Abia state, Nigeria.
  • Chukwusa, J. (2018). Autocratic Leadership Style: Obstacle to Success in Academic Libraries. Library Philosophy and Practice, 1.
  • Çakır, E. (2017). Kriter ağırlıklarının SWARA–Copeland yöntemi ile belirlenmesi: Bir üretim işletmesinde uygulama. Adnan Menderes Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 4(1), 42-56.
  • De Cremer, D. (2006). Affective and motivational consequences of leader self-sacrifice: The moderating effect of autocratic leadership. The Leadership Quarterly, 17(1), 79-93.
  • DePree, M. (1998). What is leadership. Leading organizations: Perspectives for a new era, 130-132.
  • Farmer, L. A. (2005). Situational leadership: A model for leading telecommuters. Journal of Nursing Management, 13(6), 483-489.
  • Fiaz, M., Su, Q., & Saqib, A. (2017). Leadership styles and employees' motivation: Perspective from an emerging economy. The Journal of Developing Areas, 51(4), 143-156.
  • Gibson, J. W., Hannon, J. C., & Blackwell, C. W. (1999). Charismatic leadership: The hidden controversy. Journal of Leadership Studies, 5(4), 11-28.
  • Harms, P. D., Wood, D., Landay, K., Lester, P. B., & Lester, G. V. (2018). Autocratic leaders and authoritarian followers revisited: A review and agenda for the future. The Leadership Quarterly, 29(1), 105-122.
  • Hogg, M. A. (2020). Uncertain Self in a Changing World: A Foundation for Radicalisation, Populism, and Autocratic Leadership. European Review of Social Psychology, 1-34.
  • House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage publications.
  • Ispas, A. (2012). The Perceived Leadership Style and Employee Performance in Hotel Industry–a Dual Approach. Revista de Management Comparat Internațional, 13(2), 294-304.
  • Ju, D., Huang, M., Liu, D., Qin, X., Hu, Q., & Chen, C. (2019). Supervisory consequences of abusive supervision: An investigation of sense of power, managerial self-efficacy, and task-oriented leadership behavior. Organizational Behavior and Human Decision Processes, 154, 80-95.
  • Keršulienė, V., & Turskis, Z. (2011). Integrated fuzzy multiple criteria decision making model for architect selection. Technological and Economic Development of Economy, 17(4), 645-666.
  • Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management review, 12(4), 648-657.
  • McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.
  • Moore, L. L., & Rudd, R. D. (2006). Leadership styles of current extension leaders. Journal of Agricultural Education, 47(1), 6.
  • Naile, I., & Selesho, J. M. (2014). The role of leadership in employee motivation. Mediterranean Journal of Social Sciences, 5(3), 175.
  • Nair, K., James, W., & Shilbayeh, S. S. (2019). An Analysis of the Role of Motivation in Leadership Styles Utilized by Today’s Leaders in the “SMART” Organizations in the United Arab Emirates. American Journal of Business and Management, 8(1), 11-17.
  • Nawaz, Z. A. K. D. A., & Khan_ PhD, I. (2016). Leadership theories and styles: A literature review. Leadership, 16(1), 1-7.
  • Odumeru, J. A., & Ogbonna, I. G. (2013). Transformational vs. transactional leadership theories: Evidence in literature. International Review of Management and Business Research, 2(2), 355.
  • Ray, S., & Ray, I. A. (2012). Understanding democratic leadership: some key issues and perception with reference to india’s freedom movement. Afro Asian Journal of Social Sciences, 3(3.1), 1-26.
  • Schaffer, B. (2008). Leadership and motivation. Supervision, 69(2), 6.
  • Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization science, 4(4), 577-594.
  • Spears, L. C., & Lawrence, M. (Eds.). (2016). Practicing servant-leadership: Succeeding through trust, bravery, and forgiveness. John Wiley & Sons.
  • Şimşek, A., Çatır, O. ve Ömürbek, N. (2015) TOPSIS ve MOORA Yöntemleri ile Tedarikçi Seçimi: Turizm Sektöründe Bir Uygulama. Balıkesir University The Journal of Social Sciences Institute, 18(33): 133-161.
  • Terlemez, M. (2019). Liderliğin spora yansıması. İmgelem, 3(5), 413-422.
  • Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC health services research, 11(1), 1-9.
  • Uğur, S. S., & Uğur, U. Ğ. U. R. (2014). Yöneticilik Ve Liderlik Ayrımında Kişisel Farklılıkların Rolü. Organizasyon ve yönetim bilimleri dergisi, 6(1), 122-136.
  • Van de Vliert, E. (2006). Autocratic leadership around the globe: Do climate and wealth drive leadership culture?. Journal of Cross-Cultural Psychology, 37(1), 42-59.
  • Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: literature review. Journal of Management Development. 35 (2), 190-216.
  • Yang, I. (2015). Positive effects of laissez-faire leadership: conceptual exploration. Journal of Management Development, 34, 1246-1261
  • Zavadskas, E. K. & Turskis Z. (2010). A New Additive Ratio Assessment (ARAS) Method in Multicriteria Decision-Making. Technological and Economic Development of Economy, 16(2): 159-172.
  • Zolfani, S. H., & Banihashemi, S. S. A. (2014). Personnel selection based on a novel model of game theory and MCDM approaches. Proc. of 8th International Scientific Conference" Business and Management (pp. 15-16).
  • Zolfani, S. H., & Saparauskas, J. (2013). New application of SWARA method in prioritizing sustainability assessment indicators of energy system. Engineering Economics, 24(5), 408-414.
There are 43 citations in total.

Details

Primary Language Turkish
Subjects Business Administration
Journal Section Research Articles
Authors

Mustafa Doğaner 0000-0003-3045-5674

Mustafa Seçkin Aydın 0000-0002-6200-8978

Cahit İncioğlu 0000-0003-2449-5346

Publication Date June 30, 2021
Published in Issue Year 2021

Cite

APA Doğaner, M., Aydın, M. S., & İncioğlu, C. (2021). Kurumsal Organizasyonlardaki Liderlik Tipleri Verimliliklerinin Swara Yöntemiyle Değerlendirilmesi. Pamukkale Üniversitesi İşletme Araştırmaları Dergisi, 8(1), 66-81. https://doi.org/10.47097/piar.865613

Pamukkale Üniversitesi İşletme Araştırmaları Dergisinde yayınlanmış makalelerin telif hakları Creative Commons Atıf-Gayriticari 4.0 Uluslararası Lisansı (CC BY-NC-ND 4.0) kapsamındadır.

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