Research Article
BibTex RIS Cite

“Liderler değişir mi?”: Siyasi liderlerin sıradan-sıra dışı durumlarda gösterdikleri davranışlarının karşılaştırılması üzerine bir değerlendirme

Year 2024, Volume: 13 Issue: 2, 177 - 198, 30.12.2024
https://doi.org/10.47934/tife.13.02.05

Abstract

Siyasi liderlerin imajları, kişilik özellikleri, liderlik becerileri, davranışları ve tutumları gibi çeşitli faktörlerden etkilenir. Kriz dönemlerinde, siyasi liderlerin iletişim yetenekleri, liderlik becerileri ve karar alma süreçleri büyük bir önem taşır. Küresel pandeminin getirdiği olağanüstü durumlar, liderlerin hem sıradan hem de sıra dışı koşullarda sergiledikleri davranışları belirlemek ve karşılaştırmak amacıyla bu çalışmanın odak noktasını oluşturmuştur. Çalışmada, Almanya, Amerika, Çin, İngiltere ve Rusya gibi ülkelerin liderlerinin pandemi öncesindeki durumları dikkate alınarak biyografileri, ilgili bilimsel araştırmalar, medya ve resmi açıklamaları NVivo 10 programına aktarılmış ve incelenmiştir. Elde edilen bulgular, liderlerin sıradan ve olağanüstü durumlarda sergiledikleri davranışların değişiklik gösterdiğini ortaya koymaktadır. Angela Merkel, belirsizlik döneminde istikrardan uzaklaşmış; Vladimir Putin, otoriter ve baskıcı liderliğini sürdürmüş ancak ideolojik liderlikten pragmatik liderliğe kayma göstermiştir. Boris Johnson, ideolojik bir lider olarak tanımlanırken zaman zaman pragmatik davranışlar sergilemiştir. Donald Trump ise olağan dönemde pragmatik bir yaklaşım benimsemiş, ancak olağanüstü dönemlerde bu yaklaşımını daha da güçlendirmeye çalışmıştır.

References

  • Ağır O. (2019). Yeni Demir Yumruk: Putin’in Yükselişi.Orion Kitabevi
  • Akbaş, N. & Taner, B. (2017). Yönetim ve cinsiyet: Cam uçurum’un Ötesi. LAÜ Sosyal Bilimler Dergisi, 8(2), 193-214
  • Ashforth, B.E. (1994). Petty tyranny in organizations. Human Relations, 47(7), 755-778
  • Aykanat, Z., & Yıldız, T. (2016). Karizmatik Liderlik ve Örgütsel Yenilikçilik İlişkisi Üzerine Bir Araştırma. Girişimcilik ve Kalkınma Dergisi, 11(2), 198-228.
  • Balducci, D. (2014). Danke Frau Merkel. Tropea: Meligrana
  • Başkan, B. (2022). Duygular ve Siyaset: Popülist Siyasal Söylem İnşasında Geçmişe Özlem ve Gurur.İ. Yücedağ (Ed.), Duygular Sosyolojisi: Sosyolojide Duyguların İzini Sürmek (s. 85-117) içinde. Paradigma Akademi.
  • Beyer, J. M. (1999). Taming And Promoting Charisma To Change Organizations. Leadership Quarterly (Charismatic Leadership: Part I), 10(2), 307–330.
  • Bryman, A. E. (1992). Charisma and leadership in organizations. Sage Publications.
  • Bugajskı, J. (2010). Russia’s Pragmatic Reimperialization. Caucasian Review Of International Affairs (CRIA), 4(1), 3-19.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Caner, C.; Bozaslan, B. M. & Serbest, M. (2020). Rusya lideri Vladimir Putin’i politik psikoloji penceresinden okumak. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, 65, 245-264.
  • Cheng, J., & Su, Y. (2020). Exploring mechanisms of outstanding business leadership facing transitioning environment: a life-narrative perspective. Leadership & Organization Development Journal, 41(3), 415-430.
  • Cohen, L.; Manion, L. & Morrison, K. (2007). Research methods in education. 6th Edition. Routledge.
  • Congar, K. (2020). Kadın liderler Covid-19’a ‘aman vermedi’, erkek meslektaşlarına fark attı. Şubat 2022, https://tr.euronews.com/2020/04/15/kad-n-liderler-covid-19-a-aman-vermedi-erkekmeslektaslar-na-fark-atti Erişim Tarihi: 20/06/2024.
  • Conger, J. A., & Kanungo, R. N. (1998). Charismatic Leadership in Organizations. Thousand Oaks: Sage Publications.
  • D’Souza, C. (2020). Grid Index: Tracking The global leadership response in the Covid-19 Crisis. Şubat 2022, https://www.cmawebline.org/ontarget/gridindex-tracking-the-global-leadershipresponse-in-the-covid-19-crisis Erişim Tarihi: 20/06/2024.
  • Deep Knowledge Group. (12/04/2020). https://www.dkv.global/covid Erişim Tarihi: 20/06/2024.
  • Elsa, E. (2020). COVID-19: Places with the best coronavirus responses have one thing in common - women leaders. Şubat 2022, https://gulfnews.com/world/covid-19-places-with-the-bestcoronavirus-responses-have-one-thing-in-common---women-leaders-1. Erişim Tarihi: 20/06/2024.
  • Ermağan, İ. (2021). Almanya’da Şansölye Merkel dönemi ve sonrasındaki sürece ilişkin bir analiz. İçtimaiyat Sosyal Bilimler Dergisi, 5(2), 315-328
  • Euronews. (28/05/2020). “Germany’s Angela Merkel Comes out Top in Leaders’ Approval Poll for COVID-19 Crisis”, https://www.euronews.com/2020/05/28/germany-sangela-merkel-comes-out-top-in-leaders-approval-poll-for-covid-19-crisis Erişim Tarihi: 20/06/2024.
  • Euronews. (24/11/2019). “Bo ris Johnson seçim vaadi olarak 'Brexit'i tamamlama' sözü Verdi”, https://tr.euronews.com/2019/11/24/boris-johnson-secim-vaadi-olarak-brexit-i-tamamlama-sozu-verdi Erişim Tarihi: 20/06/2024.
  • Falbe, C. M., & Yukl, G. (1992). Consequences For Managers Of Using Single Influence Tactics And Combinations Of Tactics. Academy of Management Journal, 35(3), 638-653.
  • Ferree, M. M. (2006). Angela Merkel: What does it mean to run as a woman? German Politics & Society, 24(1), (78), 93-107.
  • Geier, M. T. (2016). Leadership in extreme contexts: transformational leadership, performance beyond expectations?. Journal of Leadership & Organizational Studies, 23(3), 234-247.
  • Getz, L. M., & Roy, M. M. (2013). Student leadership perceptions in South Africa and the United States. International Journal of Psychological Studies, 5(2), 1.
  • Glaesner, K. (2009). Angela Merkel – mit ‘Soft Skills’ zum Erfolg?. Aus Politik und Zeitgeschichte, 50, 28-34.
  • Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
  • Griffith J., Connelly, S., Thiel, C., & Johnson G. (2015). How Outstanding Leaders Lead With Affect: An Examination Of Charismatic, İdeological, And Pragmatic Leaders. The Leadership Quarterly, 26(4), 502–517.
  • Hafızoğlu, Y. & Altan, C. (2021). Toplumsal cinsiyet eşitliği için örnek bir lider: Angela Merkel. Tarsus Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 2(2), 41-59.
  • Hill, F., & Gaddy, C. G. (2013). Mr. Putin: Operative in the Kremlin. Brookings institution press.
  • Howard, C., & Dhillon, J. K. (2022). Q-sort as a tool for promoting outstanding leadership. Practice, 4(1), 33-41.
  • Howard, C., & Dhillon, J. K. (2021). Outstanding primary leadership in times of turbulence. Education Sciences, 11(11), 714.
  • Jayarajah, K.; Saat, R. M. & Rauf, R. A. A. (2014). A review of science, technology, engineering & mathematics (STEM) education research from 1999-2013: A Malaysian perspective. Eurasia Journal of Mathematics, Science & Technology Education, 10(3), 155-163.
  • Kagarlitski, B. (2008). Bugünkü Rusya: Neoliberalizm, Otokrasi ve Restorasyon. İthaki Yayınları.
  • Kipnis, D., Schmidt, S. M., & Wilkinson, I. (1980). Intraorganizational influence tactics: Explorations in getting one's way. Journal of applied psychology, 65(4), 440.
  • Krasno, J. (2015). “Laying out the Conceptual Framework”. Personality, Political Leadership, and Decision Making: A Global Perspective, Jean Krasno and Sean LaPides (Ed.). Santa Barbara, California: ABC-CLIO, LLC.
  • Ligon, G.S., Hunter S.T., & Mumford, M.D. (2008). Development Of Outstanding Leadership: A Life Narrative Approach. The Leadership Quarterly, 9(3), 312-334.
  • Lin, T. C.; Lin, T. J. & Tsai, C. C. (2014). Research trends in science education from 2008 to 2012: A systematic content analysis of publications in selected journals. International Journal of Science Education, 36(8), 1346-1372.
  • Meuser, J. D., Gardner, W. L., Dinh, J. E., Hu, J., Liden, R. C., & Lord, R. G. (2016). A network analysis of leadership theory: The infancy of integration. Journal of management, 42(5), 1374-1403.
  • Miles, M. B. & Huberman, A. M. (1994). Qualitative data analysis. 2nd Edition. Sage Publications.
  • Mumford M.D. (2006). Pathways To Outstanding Leadership: A Comparative Analysis Of Charismatic, Ideological, And Pragmatic Leaders. Lawrence Erlbaum Associates, publishers, Mahwah.
  • Mumford M.D. (2010). Leadership 101. Springer Publishing Company, LLC.
  • Muralidharan, E., & Pathak, S. (2019). Consequences of cultural leadership styles for social entrepreneurship: A theoretical framework. Sustainability, 11(4), 965.
  • Mushaben, J. M. (2018). Feministin wider Willen? Angela Merkel und Geschlechtergleichheit in Deutschland. Femina Plitica , 83-95.
  • Narlikar, A. (2020). “The Good, the Bad, and the Ugly: Germany’s Response to the COVID-19 Pandemic,” ORF Special Report No. 108, Observer Research Foundation.
  • Nebiyu, S., K., & Kassahun, T. (2021). The effects of adaptive leadership on organizational effectiveness at public higher education institutions of Ethiopia. International Journal of Organizational Leadership, 10 (Special Issue 2021), 141-159.
  • Olsen, J. (2011). Leadership in Grand Coalition: Comparing Angela Merkel and Kurt Georg Kiesinger. German Politics, 342-359.
  • Özgül, B. (2022). Siyasi Parti Yandaşlarının Yakın Oldukları Partiyle İlişki Düzeyi İle Liderlik Beklentileri Arasındaki İlişki. Türkiye Mesleki ve Sosyal Bilimler Dergisi, (9), 72-91.
  • Özkanan, A., & Yılan, Y. (2023). Sıra Dışı Olaydan Sıra Dışı Liderliğe: Ülke Liderlerinin Pandemi Sürecindeki Davranışları Üzerine Bir Değerlendirme. İktisadi İdari ve Siyasal Araştırmalar Dergisi, 8(21), 532-552.
  • Poonamallee, L., Harrington, A. M., Nagpal, M., & Musial, A. (2018). Improving emotional intelligence through personality development: The effect of the smart phone application based Dharma Life Program on emotional intelligence. Frontiers in psychology, 9, 169.
  • Rixon, A., Wilson, S., Judkins, S., Bonning, J., Skinner, C., & White, P. (2021). Advancing leadership in Australasian emergency medicine: Taking stock and looking ahead. Emergency Medicine Australasia, 33(5), 938-940.
  • Rohrer, F. (Ed.) (2017). Angela Merkel’in sakin gücü, https://www.bbc.com/turkce/resources/idtsh/angela_merkel_turkish, Erişim Tarihi:12.06.2024.
  • Rossberger, R. J., & Krause, D. E. (2015). Participative and team-oriented leadership styles, countries’ education level, and national innovation: the mediating role of economic factors and national cultural practices. Cross-cultural research, 49(1), 20-56.
  • Qin, Y., & Simon, H.A. (1990). Laboratory Replication Of Scientific Discovery Processes. Cognitive Science, 14(2), 281−312.
  • Sheaffer, Z., Bogler, R., & Sarfaty, S. (2011). Leadership attributes, masculinity and risk taking as predictors of crisis proneness. Gender in Management: An International Journal, 26(2), 163-187.
  • Simonsen, S. G. (2000). Putin's leadership style: Ethnocentric patriotism. Security Dialogue, 31(3), 377-380
  • Strange, J.M., & Mumford, M.D. (2002). The Origins Of Vision: Charismatic Versus İdeological Leadership. Leadership Quarterly, 13(4), 343−377.
  • Suri, H. & Clarke, D. (2009). Advancements research synthesis methods: From a methodologically inclusive perspective. Review of Educational Research, 79(1), 395-430.
  • Tumulty, K. (2017, Ocak 18). How Donald Trump came up with ‘Make America Great Again’. The Washington Post. (https://www.washingtonpost.com/politics/how-donald-trumpcame-up-with-make-america-great-again/2017/01/17/fb6acf5edbf7-11e6-ad42-f3375f271c9c_story.html) , Erişim Tarihi:12.06.2024
  • Türkölmez, O. (2017). Putin mi Rusya’yı kurtardı, Rusya mı Putin’i yarattı? Son yüzyıla ilişkin bir değerlendirme. Pesa International Journal of Social Studies, 3(2), 17-29.
  • Uyguç, N., Duygulu, E. ve Çıraklar, N. (2000). Dönüşümcü Liderlik, Etkileşimci Liderlik ve Performans. Erciyes Üniversitesi 8. Ulusal Yönetim ve Organizasyon Kongresi Bildirileri Kitabı, 587-596.
  • Wittenberg-Cox, A. (2022, 16 Şubat). What do countries with the best coronavirus responses have ın common? women leaders, https://www.forbes.com/sites/avivahwittenbergcox/2020/04/13/what-do-countries-with-thebest-coronavirus-reponses-have-in-common-women-leaders/#4db2a0e3dec4 Erişim Tarihi:15.06.2024
  • Wong, E. M., Ormiston, M. E., & Haselhuhn, M. P. (2011). A face only an investor could love: CEOs’ facial structure predicts their firms’ financial performance. Psychological science, 22(12), 1478-1483.
  • Yaşar, İ. H., & Uğurhan, Y. Z. C. (2022). Ülke, Ürün ve Lider İmajı Ekseninde Türk Vatandaşlarının Rusya ve ABD Algısı: Karşılaştırmalı Bir Saha Çalışması. İletişim ve Diplomasi, (7), 47-70.
  • Yıldırım, Y. (2021). Covid-19 Sürecinde İletişimin Kriz, Sağlık ve Siyaset Perspektiflerinden Değerlendirilmesi. Türkiye İletişim Araştırmaları Dergisi, (38), 497-504.
  • Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
  • Zenger, J.H., & Folkman J. (2009). The Extraordinary Leader: Turning Good Managers Into Great Leaders. McGraw Hill.
  • Zhang, X. A., Cao, Q., & Tjosvold, D. (2011). Linking transformational leadership and team performance: A conflict management approach. Journal of Management Studies, 48(7), 1586-1611.

“Do leaders change?”: A review of the contrasting behaviors of political leaders in ordinary-extraordinary situations

Year 2024, Volume: 13 Issue: 2, 177 - 198, 30.12.2024
https://doi.org/10.47934/tife.13.02.05

Abstract

The images of political leaders are affected by various factors such as their personality traits, leadership skills, behaviors, and attitudes. In times of crisis, the communication skills, leadership skills, and decision-making processes of political leaders are of great importance. The extraordinary situations brought about by the global pandemic constituted the focus of this study in order to determine and compare the behaviors of leaders in both ordinary and extraordinary conditions. In the study, the biographies, relevant scientific research, media, and official statements of the leaders of countries such as Germany, America, China, England, and Russia were transferred to the NVivo 10 program and examined, considering their pre-pandemic situations. The findings obtained reveal that the behaviors of leaders in ordinary and extraordinary situations vary. Angela Merkel moved away from stability during the period of uncertainty; Vladimir Putin maintained his authoritarian and oppressive leadership, but shifted from ideological leadership to pragmatic leadership. Boris Johnson, while defined as an ideological leader, has occasionally exhibited pragmatic behaviors. Donald Trump, on the other hand, adopted a pragmatic approach in ordinary times, but tried to strengthen this approach even further in extraordinary times.

References

  • Ağır O. (2019). Yeni Demir Yumruk: Putin’in Yükselişi.Orion Kitabevi
  • Akbaş, N. & Taner, B. (2017). Yönetim ve cinsiyet: Cam uçurum’un Ötesi. LAÜ Sosyal Bilimler Dergisi, 8(2), 193-214
  • Ashforth, B.E. (1994). Petty tyranny in organizations. Human Relations, 47(7), 755-778
  • Aykanat, Z., & Yıldız, T. (2016). Karizmatik Liderlik ve Örgütsel Yenilikçilik İlişkisi Üzerine Bir Araştırma. Girişimcilik ve Kalkınma Dergisi, 11(2), 198-228.
  • Balducci, D. (2014). Danke Frau Merkel. Tropea: Meligrana
  • Başkan, B. (2022). Duygular ve Siyaset: Popülist Siyasal Söylem İnşasında Geçmişe Özlem ve Gurur.İ. Yücedağ (Ed.), Duygular Sosyolojisi: Sosyolojide Duyguların İzini Sürmek (s. 85-117) içinde. Paradigma Akademi.
  • Beyer, J. M. (1999). Taming And Promoting Charisma To Change Organizations. Leadership Quarterly (Charismatic Leadership: Part I), 10(2), 307–330.
  • Bryman, A. E. (1992). Charisma and leadership in organizations. Sage Publications.
  • Bugajskı, J. (2010). Russia’s Pragmatic Reimperialization. Caucasian Review Of International Affairs (CRIA), 4(1), 3-19.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Caner, C.; Bozaslan, B. M. & Serbest, M. (2020). Rusya lideri Vladimir Putin’i politik psikoloji penceresinden okumak. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, 65, 245-264.
  • Cheng, J., & Su, Y. (2020). Exploring mechanisms of outstanding business leadership facing transitioning environment: a life-narrative perspective. Leadership & Organization Development Journal, 41(3), 415-430.
  • Cohen, L.; Manion, L. & Morrison, K. (2007). Research methods in education. 6th Edition. Routledge.
  • Congar, K. (2020). Kadın liderler Covid-19’a ‘aman vermedi’, erkek meslektaşlarına fark attı. Şubat 2022, https://tr.euronews.com/2020/04/15/kad-n-liderler-covid-19-a-aman-vermedi-erkekmeslektaslar-na-fark-atti Erişim Tarihi: 20/06/2024.
  • Conger, J. A., & Kanungo, R. N. (1998). Charismatic Leadership in Organizations. Thousand Oaks: Sage Publications.
  • D’Souza, C. (2020). Grid Index: Tracking The global leadership response in the Covid-19 Crisis. Şubat 2022, https://www.cmawebline.org/ontarget/gridindex-tracking-the-global-leadershipresponse-in-the-covid-19-crisis Erişim Tarihi: 20/06/2024.
  • Deep Knowledge Group. (12/04/2020). https://www.dkv.global/covid Erişim Tarihi: 20/06/2024.
  • Elsa, E. (2020). COVID-19: Places with the best coronavirus responses have one thing in common - women leaders. Şubat 2022, https://gulfnews.com/world/covid-19-places-with-the-bestcoronavirus-responses-have-one-thing-in-common---women-leaders-1. Erişim Tarihi: 20/06/2024.
  • Ermağan, İ. (2021). Almanya’da Şansölye Merkel dönemi ve sonrasındaki sürece ilişkin bir analiz. İçtimaiyat Sosyal Bilimler Dergisi, 5(2), 315-328
  • Euronews. (28/05/2020). “Germany’s Angela Merkel Comes out Top in Leaders’ Approval Poll for COVID-19 Crisis”, https://www.euronews.com/2020/05/28/germany-sangela-merkel-comes-out-top-in-leaders-approval-poll-for-covid-19-crisis Erişim Tarihi: 20/06/2024.
  • Euronews. (24/11/2019). “Bo ris Johnson seçim vaadi olarak 'Brexit'i tamamlama' sözü Verdi”, https://tr.euronews.com/2019/11/24/boris-johnson-secim-vaadi-olarak-brexit-i-tamamlama-sozu-verdi Erişim Tarihi: 20/06/2024.
  • Falbe, C. M., & Yukl, G. (1992). Consequences For Managers Of Using Single Influence Tactics And Combinations Of Tactics. Academy of Management Journal, 35(3), 638-653.
  • Ferree, M. M. (2006). Angela Merkel: What does it mean to run as a woman? German Politics & Society, 24(1), (78), 93-107.
  • Geier, M. T. (2016). Leadership in extreme contexts: transformational leadership, performance beyond expectations?. Journal of Leadership & Organizational Studies, 23(3), 234-247.
  • Getz, L. M., & Roy, M. M. (2013). Student leadership perceptions in South Africa and the United States. International Journal of Psychological Studies, 5(2), 1.
  • Glaesner, K. (2009). Angela Merkel – mit ‘Soft Skills’ zum Erfolg?. Aus Politik und Zeitgeschichte, 50, 28-34.
  • Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
  • Griffith J., Connelly, S., Thiel, C., & Johnson G. (2015). How Outstanding Leaders Lead With Affect: An Examination Of Charismatic, İdeological, And Pragmatic Leaders. The Leadership Quarterly, 26(4), 502–517.
  • Hafızoğlu, Y. & Altan, C. (2021). Toplumsal cinsiyet eşitliği için örnek bir lider: Angela Merkel. Tarsus Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 2(2), 41-59.
  • Hill, F., & Gaddy, C. G. (2013). Mr. Putin: Operative in the Kremlin. Brookings institution press.
  • Howard, C., & Dhillon, J. K. (2022). Q-sort as a tool for promoting outstanding leadership. Practice, 4(1), 33-41.
  • Howard, C., & Dhillon, J. K. (2021). Outstanding primary leadership in times of turbulence. Education Sciences, 11(11), 714.
  • Jayarajah, K.; Saat, R. M. & Rauf, R. A. A. (2014). A review of science, technology, engineering & mathematics (STEM) education research from 1999-2013: A Malaysian perspective. Eurasia Journal of Mathematics, Science & Technology Education, 10(3), 155-163.
  • Kagarlitski, B. (2008). Bugünkü Rusya: Neoliberalizm, Otokrasi ve Restorasyon. İthaki Yayınları.
  • Kipnis, D., Schmidt, S. M., & Wilkinson, I. (1980). Intraorganizational influence tactics: Explorations in getting one's way. Journal of applied psychology, 65(4), 440.
  • Krasno, J. (2015). “Laying out the Conceptual Framework”. Personality, Political Leadership, and Decision Making: A Global Perspective, Jean Krasno and Sean LaPides (Ed.). Santa Barbara, California: ABC-CLIO, LLC.
  • Ligon, G.S., Hunter S.T., & Mumford, M.D. (2008). Development Of Outstanding Leadership: A Life Narrative Approach. The Leadership Quarterly, 9(3), 312-334.
  • Lin, T. C.; Lin, T. J. & Tsai, C. C. (2014). Research trends in science education from 2008 to 2012: A systematic content analysis of publications in selected journals. International Journal of Science Education, 36(8), 1346-1372.
  • Meuser, J. D., Gardner, W. L., Dinh, J. E., Hu, J., Liden, R. C., & Lord, R. G. (2016). A network analysis of leadership theory: The infancy of integration. Journal of management, 42(5), 1374-1403.
  • Miles, M. B. & Huberman, A. M. (1994). Qualitative data analysis. 2nd Edition. Sage Publications.
  • Mumford M.D. (2006). Pathways To Outstanding Leadership: A Comparative Analysis Of Charismatic, Ideological, And Pragmatic Leaders. Lawrence Erlbaum Associates, publishers, Mahwah.
  • Mumford M.D. (2010). Leadership 101. Springer Publishing Company, LLC.
  • Muralidharan, E., & Pathak, S. (2019). Consequences of cultural leadership styles for social entrepreneurship: A theoretical framework. Sustainability, 11(4), 965.
  • Mushaben, J. M. (2018). Feministin wider Willen? Angela Merkel und Geschlechtergleichheit in Deutschland. Femina Plitica , 83-95.
  • Narlikar, A. (2020). “The Good, the Bad, and the Ugly: Germany’s Response to the COVID-19 Pandemic,” ORF Special Report No. 108, Observer Research Foundation.
  • Nebiyu, S., K., & Kassahun, T. (2021). The effects of adaptive leadership on organizational effectiveness at public higher education institutions of Ethiopia. International Journal of Organizational Leadership, 10 (Special Issue 2021), 141-159.
  • Olsen, J. (2011). Leadership in Grand Coalition: Comparing Angela Merkel and Kurt Georg Kiesinger. German Politics, 342-359.
  • Özgül, B. (2022). Siyasi Parti Yandaşlarının Yakın Oldukları Partiyle İlişki Düzeyi İle Liderlik Beklentileri Arasındaki İlişki. Türkiye Mesleki ve Sosyal Bilimler Dergisi, (9), 72-91.
  • Özkanan, A., & Yılan, Y. (2023). Sıra Dışı Olaydan Sıra Dışı Liderliğe: Ülke Liderlerinin Pandemi Sürecindeki Davranışları Üzerine Bir Değerlendirme. İktisadi İdari ve Siyasal Araştırmalar Dergisi, 8(21), 532-552.
  • Poonamallee, L., Harrington, A. M., Nagpal, M., & Musial, A. (2018). Improving emotional intelligence through personality development: The effect of the smart phone application based Dharma Life Program on emotional intelligence. Frontiers in psychology, 9, 169.
  • Rixon, A., Wilson, S., Judkins, S., Bonning, J., Skinner, C., & White, P. (2021). Advancing leadership in Australasian emergency medicine: Taking stock and looking ahead. Emergency Medicine Australasia, 33(5), 938-940.
  • Rohrer, F. (Ed.) (2017). Angela Merkel’in sakin gücü, https://www.bbc.com/turkce/resources/idtsh/angela_merkel_turkish, Erişim Tarihi:12.06.2024.
  • Rossberger, R. J., & Krause, D. E. (2015). Participative and team-oriented leadership styles, countries’ education level, and national innovation: the mediating role of economic factors and national cultural practices. Cross-cultural research, 49(1), 20-56.
  • Qin, Y., & Simon, H.A. (1990). Laboratory Replication Of Scientific Discovery Processes. Cognitive Science, 14(2), 281−312.
  • Sheaffer, Z., Bogler, R., & Sarfaty, S. (2011). Leadership attributes, masculinity and risk taking as predictors of crisis proneness. Gender in Management: An International Journal, 26(2), 163-187.
  • Simonsen, S. G. (2000). Putin's leadership style: Ethnocentric patriotism. Security Dialogue, 31(3), 377-380
  • Strange, J.M., & Mumford, M.D. (2002). The Origins Of Vision: Charismatic Versus İdeological Leadership. Leadership Quarterly, 13(4), 343−377.
  • Suri, H. & Clarke, D. (2009). Advancements research synthesis methods: From a methodologically inclusive perspective. Review of Educational Research, 79(1), 395-430.
  • Tumulty, K. (2017, Ocak 18). How Donald Trump came up with ‘Make America Great Again’. The Washington Post. (https://www.washingtonpost.com/politics/how-donald-trumpcame-up-with-make-america-great-again/2017/01/17/fb6acf5edbf7-11e6-ad42-f3375f271c9c_story.html) , Erişim Tarihi:12.06.2024
  • Türkölmez, O. (2017). Putin mi Rusya’yı kurtardı, Rusya mı Putin’i yarattı? Son yüzyıla ilişkin bir değerlendirme. Pesa International Journal of Social Studies, 3(2), 17-29.
  • Uyguç, N., Duygulu, E. ve Çıraklar, N. (2000). Dönüşümcü Liderlik, Etkileşimci Liderlik ve Performans. Erciyes Üniversitesi 8. Ulusal Yönetim ve Organizasyon Kongresi Bildirileri Kitabı, 587-596.
  • Wittenberg-Cox, A. (2022, 16 Şubat). What do countries with the best coronavirus responses have ın common? women leaders, https://www.forbes.com/sites/avivahwittenbergcox/2020/04/13/what-do-countries-with-thebest-coronavirus-reponses-have-in-common-women-leaders/#4db2a0e3dec4 Erişim Tarihi:15.06.2024
  • Wong, E. M., Ormiston, M. E., & Haselhuhn, M. P. (2011). A face only an investor could love: CEOs’ facial structure predicts their firms’ financial performance. Psychological science, 22(12), 1478-1483.
  • Yaşar, İ. H., & Uğurhan, Y. Z. C. (2022). Ülke, Ürün ve Lider İmajı Ekseninde Türk Vatandaşlarının Rusya ve ABD Algısı: Karşılaştırmalı Bir Saha Çalışması. İletişim ve Diplomasi, (7), 47-70.
  • Yıldırım, Y. (2021). Covid-19 Sürecinde İletişimin Kriz, Sağlık ve Siyaset Perspektiflerinden Değerlendirilmesi. Türkiye İletişim Araştırmaları Dergisi, (38), 497-504.
  • Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
  • Zenger, J.H., & Folkman J. (2009). The Extraordinary Leader: Turning Good Managers Into Great Leaders. McGraw Hill.
  • Zhang, X. A., Cao, Q., & Tjosvold, D. (2011). Linking transformational leadership and team performance: A conflict management approach. Journal of Management Studies, 48(7), 1586-1611.
There are 68 citations in total.

Details

Primary Language English
Subjects Organisational Behaviour
Journal Section Research Article
Authors

Yunus Yılan 0000-0001-5467-8675

Arzu Özkanan 0000-0003-2166-7827

Early Pub Date December 27, 2024
Publication Date December 30, 2024
Submission Date November 1, 2024
Acceptance Date December 10, 2024
Published in Issue Year 2024 Volume: 13 Issue: 2

Cite

APA Yılan, Y., & Özkanan, A. (2024). “Do leaders change?”: A review of the contrasting behaviors of political leaders in ordinary-extraordinary situations. Trakya Üniversitesi İktisadi Ve İdari Bilimler Fakültesi E-Dergi, 13(2), 177-198. https://doi.org/10.47934/tife.13.02.05

  Open_Access_logo_with_dark_text_for_contrast%2C_on_transparent_background.png   Creative Commons License   This work is licensed under a Creative Commons Attribution 4.0 International License.