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COMPARISON OF PERSONAL AND ORGANIZATIONAL PERCEPTIONS OF HEALTHCARE PROFESSIONALS REGARDING POWER DISTANCE AND LEADERSHIP STYLE

Year 2021, Volume: 7 Issue: 3, 536 - 560, 30.12.2021

Abstract

The aim of this study is to evaluate the power distance of health personnel and the perception of their managers' leadership style from personal and organizational perspectives and to reveal whether it differs according to demographic characteristics. Questionnaire method was used as data collection tool in the research. In the results obtained, it was determined that the power distance perception of health workers was at a moderate level and it differed significantly according to the hospital and gender, but did not differ significantly according to the education level and professional working time. It has been determined that the managerial leadership perception of health workers is at a moderate level and this differs significantly according to the hospital, education level and age, but it does not differ according to gender, working time in the institution and professional working time. Finally, it was concluded that the perception of executive leadership is higher for those who are 25-29 years old and have a bachelor's, master's, medical specialization and doctorate degrees.

References

  • Ahmad, I., & Gao, Y. (2018). Ethical leadership and work engagement: The roles of psychological empowerment and power distance orientation. Management Decision. Ss.1991-2005
  • Akyol, Ş. (2009). Örgüt Kültüründe Güç Mesafesi ve Liderlik İlişkisi, Marmara Üniversitesi, Sosyal Bilimler Enstitüsü, Doktora Tezi, Istanbul.
  • Altınkurt, Y. ve Yılmaz, K. (2012). Okul yöneticilerinin kullandığı güç kaynakları ile öğretmenlerin örgütsel vatandaşlık davranışları arasındaki ilişki. Kuram ve Uygulamada Eğitim Bilimleri Dergisi, 12(3), 1833-1852.
  • Amin, B., Hamidah., & Gunawan, K. (2020). The Influence Of Transformational Leadership, Power Distance, And Followership On The Capability Of Decision Mak-ing In Kostrad. Journal of Business and Behavioural Entrepreneurship, 4(1), 43-61.
  • Ayeleke, R. O. & Dunham, A.(2018). The Concept of Leadership in the Health Care Sector, in Leadership, Edited by Suleyman Davut Göker, IntechOpen.
  • Basabe, N., Ros, M. (2005) Cultural dimensions and social behavior correlates: Individualism-Collectivism and Power Distance, Presses Universitaires de Grenoble, ss. 192-196
  • Biatas, S. (2009) Power distance as a determinant of relations between managers and employees in the enterprises with foreign capital, Journal of Intercultural Management Vol. 1, No. 2, ss. 106-107
  • Chen, G., Kırkman, B., Chen, Z. X., Lowe, K. B., (2009) Individual Power Distance Orientation And Follower Reactions To Transformational Leaders: A Cross-Level, Cross-Cultural Examination, Academy of Management Journal, Vol. 52, No. 4, ss. 748
  • Côté, D. (1999) Power Strategy Formation in A Human Service Organization Undergoing Turbulent Change, Philosophiœ Doctor (Ph.D.) en Sciences Humaines Appliquées, ss. 15
  • Demirel, H. G., & KİŞMAN, Z. A. (2014). KÜLTÜRLER ARASI LİDERLİK. Electronic Turkish Studies, 9(5). 681-705
  • Den H., Deanne N. (2012) "Power Distance." Encyclopedia of Leadership. Ed. Thousand Oaks, CA: SAGE, 2004. 1225-30. SAGE Reference Online. Web. Ss. 3
  • Deniz, A. (2013). “Okullarda Güç Mesafesi ve Örgütsel Bağlılık Arasındaki İlişki”, Balıkesir Üniversitesi Sosyal Bilimler Enstitüsü Eğitim Bilimleri Anabilim Dalı Eğitim Yönetimi ve Teftişi Bilim Dalı, Yüksek Lisans Tezi, Balıkesir.
  • Dorfman, P. W., & Howell, J. P. (1988). Dimensions of national culture and effective leadership patterns: Hofstede revisited. In E.G. McGoun (Ed.), Advances in international comparative management (Vol. 3, pp. 127-149). Greenwich, CT: JAI Press’den aktaran: Ming-Yi Wu (2008), Comparing Expected Leadership Styles in Taiwan and the United States: A Study of University Employees, China Media Research, 4(1).
  • Francesco, A.M., Chen, Z. X., (2000) "Cross-Cultural" Differences Within A Single Culture: Power Distance As A Moderator of The Particicipation- Outcome Relationship in The People's Republic Of China, An earlier version of this paper was presented at the Academy of Management meeting, Toronto, Canada, August, ss.5
  • Franczukowska, A. A., Krczal, E., Knapp, C., & Baumgartner, M. (2021). Examining ethical leadership in health care organizations and its impacts on employee work attitudes: an empirical analysis from Austria. Leadership in Health Services. ss.229-246
  • Hofstede, G. (1983), “The cultural relativity of organizational practices and theories”, Journal of International Business Studies, Vol. 14: 75-89.
  • İnce, Ali. R. Tosun, N. (2015) “İç Müşteri Odaklı Kurumsal İtibar Bileşenlerinin Belirlenmesi ve İşgören Performansına Etkisinin Değerlendirilmesi Üzerine Bir Araştırma" KAÜ İİBF Dergisi, 6(11), 37-52.
  • Lam, L. W., & Xu, A. J. (2019). Power imbalance and employee silence: The role of abusive leadership, power distance orientation, and perceived organisational politics. Applied Psychology, 68(3), 513-546.
  • Liao, H. Y., & Shaw, K. H. (2020). Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation. Business and Management Research, 9(3), 25-33.
  • Liu, W.K., Lee, Y. (2012) Evaluation of Relationship between Power Distance and Transformational Leadership: Examination of Multinational Corporations in Taiwan, ss.21
  • Lucas, R., Kothari, P., Adams III, C., Jones, L., Williams, V. N., & Sánchez, J. P. (2020). We are All Leaders: Introducing Self-Leadership Concepts Through the Lens of Improving Diversity in the Health Care Workforce. MedEdPORTAL, 16, 1-6.
  • Ly, A. (2012) A critical discussion of Hofstede's concept of Power Distance, This article is based on the compulsory presentation given in connection with a doctoral course in theory of science and ethics, delivered on 22 August 2012 at NHH Norwegian School of Economics, ss.53
  • Michael H. Bond, Kwok-Choi Wan, Kwok Leung and Robert A. Giacalone, (2010) How are Responses to Verbal Insult Related to Cultural Collectivism and Power Distance? Journal of Cross-Cultural Psychology, ss. 112-113.
  • Montano, D., Reeske, A., Franke, F., & Hüffmeier, J. (2017). Leadership, followers' mental health and job performance in organizations: A comprehensive meta‐analysis from an occupational health perspective. Journal of Organizational Behavior, 38(3), 327-350.
  • Mullen, J., Fiset, J., & Rhéaume, A. (2018). Destructive forms of leadership: The effects of abusive supervision and incivility on employee health and safety. Leadership & Organization Development Journal. ss.946-961
  • Ogutu, M. Influence of Power Distance on Employee Empowerment and MNC Performance: A Study of Multinational Corporations in Kenya, Education Research Journal Vol. 2(2): 47-61, ss. 50
  • Özer, Ö., Budak, F., Şentürk, S., & Gün, Ç. (2018). Hekim ve Hemsirelerin Klinik Liderlik Algılarının Sosyodemogra k Degiskenler Açısından Incelenmesi. Hemşirelikte Eğitim ve Araştırma, 15(2), 99-105.
  • Preston, D. (2009) Website Design Guidelines: High Power Distance and High-Context Culture, International Journal of Cyber Society and Education Pages 47-60, Vol. 2, No. 1, ss. 48
  • Putri, S. A., Mirzania, A., & Hartanto, D. (2020). The importance of a transformational leadership model in managing organizational culture. Journal of Leadership in Organizations, 2(1). ss.49-56
  • Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117-121.
  • Sevinç, L., (2006). EILEAD Liderlik Tarzları Envanteri Teknik Kitapçığı, İstanbul,
  • Shanafelt, T., Trockel, M., Rodriguez, A., & Logan, D. (2021). Wellness-Centered Leadership: Equipping Health Care Leaders to Cultivate Physician Well-Being and Professional Fulfillment. Academic Medicine, 96(5), 641.
  • Tananuraksakul, N. (2013) Power distance reduction and positive reinforcement: EFL learners' confidence and linguistic identity, International Journal of Language Studies Volume 7, Number 1, ss.105
  • Tang, G., Chen, Y., van Knippenberg, D., & Yu, B. (2020). Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation. Journal of Organizational Behavior, 41(6), 551-566.
  • Tian, Y. (2008) Cultural Variance in Corporate Presentation: Content Analysis of U.S. and Chinese Corporate Web Sites, Human Communication. A Publication of the Pacific and Asian Communication Association. Vol. 11, No. 4, ss. 482
  • Titrek, O. ve Zafer, D. (2009). İlköğretim Okulu Yöneticilerinin Kullandıkları Örgütsel Güç Kaynaklarına İlişkin Öğretmen Görüşleri, Kuram ve Uygulamada Eğitim Yönetimi Dergisi, 15(4), 657-674.
  • Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
  • Ulusoy, H., Biçer, E., & Karabulut, N. (2012). Hastane yöneticilerinde tükenmişlik düzeyi. Cumhuriyet Medical Journal, 34(3), 252-259.
  • Uzun, Ö. Tamimi, Y. (2005) Örgüt Kültüründe Güç Mesafesi Boyutunun Metaforlarla Analizi (Tekstil Sektöründe Faaliyet Gösteren Bir İşletme Örneği), Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi No 8, ss.3-4
  • Walton, J. Parikh, V. (2012) Power Distance and Knowledge Management from a Post-Taylorist Perspective, World Academy of Science, Engineering and Technology, ss. 2506-2513
  • Wang, H., & Guan, B. (2018). The positive effect of authoritarian leadership on employee performance: The moderating role of power distance. Frontiers in psychology, 9, 357.
  • Yang, J., Liu, H., & Gu, J. (2017). A multi-level study of servant leadership on creativity: The roles of self-efficacy and power distance. Leadership & Organization Development Journal. ss.610-629
  • Yildiz, S., & Arisoy, A. A. (2018). Otantik Liderlik İle Örgütsel Sessizlik Arasındaki İlişkide Güç Mesafesinin Düzenleyici Rolü 1. Kafkas Universitesi. Sosyal Bilimler Enstitu, (22), 553-580.
  • Zheng, W. B., Wang, W. J., Meng, D. U., & Zang, Y. X. (2018). Study on the Influence of Power Distance on Leadership Behavior. DEStech Transactions on Social Science, Education and Human Science, (emass). ss.130-139

SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI

Year 2021, Volume: 7 Issue: 3, 536 - 560, 30.12.2021

Abstract

Bu çalışmanın amacı, sağlık personellerinin güç mesafesi ve yöneticilerinin liderlik tarzına yönelik algısının kişisel ve örgütsel açıdan değerlendirilerek bunun demografik özelliklere göre farklılaşıp farklılaşmadığını ortaya koymaktır. Araştırmada veri toplama aracı olarak anket yöntemi kullanılmıştır. Elde edilen sonuçlarda, sağlık çalışanlarının güç mesafesi algısının orta düzeyde olduğu ve bunun çalışılan hastane ve cinsiyete göre anlamlı düzeyde farklılaştığı, eğitim düzeyi ve mesleki çalışma süresine göre anlamlı düzeyde farklılaşmadığı tespit edilmiştir. Sağlık çalışanlarının yönetici liderlik algısının orta düzeyde olduğu ve bunun çalışılan hastane, eğitim düzeyi ve yaşa göre anlamlı düzeyde farklılaştığı buna karşın cinsiyet, kurumdaki çalışma süresi ve mesleki çalışma süresine göre farklılaşmadığı tespit edilmiştir. Son olarak 25-29 yaşında ve lisans, yüksek lisans, tıpta uzmanlık, doktora mezunu olanların ise yönetici liderlik algısının daha yüksek olduğu sonucuna ulaşılmıştır.

References

  • Ahmad, I., & Gao, Y. (2018). Ethical leadership and work engagement: The roles of psychological empowerment and power distance orientation. Management Decision. Ss.1991-2005
  • Akyol, Ş. (2009). Örgüt Kültüründe Güç Mesafesi ve Liderlik İlişkisi, Marmara Üniversitesi, Sosyal Bilimler Enstitüsü, Doktora Tezi, Istanbul.
  • Altınkurt, Y. ve Yılmaz, K. (2012). Okul yöneticilerinin kullandığı güç kaynakları ile öğretmenlerin örgütsel vatandaşlık davranışları arasındaki ilişki. Kuram ve Uygulamada Eğitim Bilimleri Dergisi, 12(3), 1833-1852.
  • Amin, B., Hamidah., & Gunawan, K. (2020). The Influence Of Transformational Leadership, Power Distance, And Followership On The Capability Of Decision Mak-ing In Kostrad. Journal of Business and Behavioural Entrepreneurship, 4(1), 43-61.
  • Ayeleke, R. O. & Dunham, A.(2018). The Concept of Leadership in the Health Care Sector, in Leadership, Edited by Suleyman Davut Göker, IntechOpen.
  • Basabe, N., Ros, M. (2005) Cultural dimensions and social behavior correlates: Individualism-Collectivism and Power Distance, Presses Universitaires de Grenoble, ss. 192-196
  • Biatas, S. (2009) Power distance as a determinant of relations between managers and employees in the enterprises with foreign capital, Journal of Intercultural Management Vol. 1, No. 2, ss. 106-107
  • Chen, G., Kırkman, B., Chen, Z. X., Lowe, K. B., (2009) Individual Power Distance Orientation And Follower Reactions To Transformational Leaders: A Cross-Level, Cross-Cultural Examination, Academy of Management Journal, Vol. 52, No. 4, ss. 748
  • Côté, D. (1999) Power Strategy Formation in A Human Service Organization Undergoing Turbulent Change, Philosophiœ Doctor (Ph.D.) en Sciences Humaines Appliquées, ss. 15
  • Demirel, H. G., & KİŞMAN, Z. A. (2014). KÜLTÜRLER ARASI LİDERLİK. Electronic Turkish Studies, 9(5). 681-705
  • Den H., Deanne N. (2012) "Power Distance." Encyclopedia of Leadership. Ed. Thousand Oaks, CA: SAGE, 2004. 1225-30. SAGE Reference Online. Web. Ss. 3
  • Deniz, A. (2013). “Okullarda Güç Mesafesi ve Örgütsel Bağlılık Arasındaki İlişki”, Balıkesir Üniversitesi Sosyal Bilimler Enstitüsü Eğitim Bilimleri Anabilim Dalı Eğitim Yönetimi ve Teftişi Bilim Dalı, Yüksek Lisans Tezi, Balıkesir.
  • Dorfman, P. W., & Howell, J. P. (1988). Dimensions of national culture and effective leadership patterns: Hofstede revisited. In E.G. McGoun (Ed.), Advances in international comparative management (Vol. 3, pp. 127-149). Greenwich, CT: JAI Press’den aktaran: Ming-Yi Wu (2008), Comparing Expected Leadership Styles in Taiwan and the United States: A Study of University Employees, China Media Research, 4(1).
  • Francesco, A.M., Chen, Z. X., (2000) "Cross-Cultural" Differences Within A Single Culture: Power Distance As A Moderator of The Particicipation- Outcome Relationship in The People's Republic Of China, An earlier version of this paper was presented at the Academy of Management meeting, Toronto, Canada, August, ss.5
  • Franczukowska, A. A., Krczal, E., Knapp, C., & Baumgartner, M. (2021). Examining ethical leadership in health care organizations and its impacts on employee work attitudes: an empirical analysis from Austria. Leadership in Health Services. ss.229-246
  • Hofstede, G. (1983), “The cultural relativity of organizational practices and theories”, Journal of International Business Studies, Vol. 14: 75-89.
  • İnce, Ali. R. Tosun, N. (2015) “İç Müşteri Odaklı Kurumsal İtibar Bileşenlerinin Belirlenmesi ve İşgören Performansına Etkisinin Değerlendirilmesi Üzerine Bir Araştırma" KAÜ İİBF Dergisi, 6(11), 37-52.
  • Lam, L. W., & Xu, A. J. (2019). Power imbalance and employee silence: The role of abusive leadership, power distance orientation, and perceived organisational politics. Applied Psychology, 68(3), 513-546.
  • Liao, H. Y., & Shaw, K. H. (2020). Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation. Business and Management Research, 9(3), 25-33.
  • Liu, W.K., Lee, Y. (2012) Evaluation of Relationship between Power Distance and Transformational Leadership: Examination of Multinational Corporations in Taiwan, ss.21
  • Lucas, R., Kothari, P., Adams III, C., Jones, L., Williams, V. N., & Sánchez, J. P. (2020). We are All Leaders: Introducing Self-Leadership Concepts Through the Lens of Improving Diversity in the Health Care Workforce. MedEdPORTAL, 16, 1-6.
  • Ly, A. (2012) A critical discussion of Hofstede's concept of Power Distance, This article is based on the compulsory presentation given in connection with a doctoral course in theory of science and ethics, delivered on 22 August 2012 at NHH Norwegian School of Economics, ss.53
  • Michael H. Bond, Kwok-Choi Wan, Kwok Leung and Robert A. Giacalone, (2010) How are Responses to Verbal Insult Related to Cultural Collectivism and Power Distance? Journal of Cross-Cultural Psychology, ss. 112-113.
  • Montano, D., Reeske, A., Franke, F., & Hüffmeier, J. (2017). Leadership, followers' mental health and job performance in organizations: A comprehensive meta‐analysis from an occupational health perspective. Journal of Organizational Behavior, 38(3), 327-350.
  • Mullen, J., Fiset, J., & Rhéaume, A. (2018). Destructive forms of leadership: The effects of abusive supervision and incivility on employee health and safety. Leadership & Organization Development Journal. ss.946-961
  • Ogutu, M. Influence of Power Distance on Employee Empowerment and MNC Performance: A Study of Multinational Corporations in Kenya, Education Research Journal Vol. 2(2): 47-61, ss. 50
  • Özer, Ö., Budak, F., Şentürk, S., & Gün, Ç. (2018). Hekim ve Hemsirelerin Klinik Liderlik Algılarının Sosyodemogra k Degiskenler Açısından Incelenmesi. Hemşirelikte Eğitim ve Araştırma, 15(2), 99-105.
  • Preston, D. (2009) Website Design Guidelines: High Power Distance and High-Context Culture, International Journal of Cyber Society and Education Pages 47-60, Vol. 2, No. 1, ss. 48
  • Putri, S. A., Mirzania, A., & Hartanto, D. (2020). The importance of a transformational leadership model in managing organizational culture. Journal of Leadership in Organizations, 2(1). ss.49-56
  • Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117-121.
  • Sevinç, L., (2006). EILEAD Liderlik Tarzları Envanteri Teknik Kitapçığı, İstanbul,
  • Shanafelt, T., Trockel, M., Rodriguez, A., & Logan, D. (2021). Wellness-Centered Leadership: Equipping Health Care Leaders to Cultivate Physician Well-Being and Professional Fulfillment. Academic Medicine, 96(5), 641.
  • Tananuraksakul, N. (2013) Power distance reduction and positive reinforcement: EFL learners' confidence and linguistic identity, International Journal of Language Studies Volume 7, Number 1, ss.105
  • Tang, G., Chen, Y., van Knippenberg, D., & Yu, B. (2020). Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation. Journal of Organizational Behavior, 41(6), 551-566.
  • Tian, Y. (2008) Cultural Variance in Corporate Presentation: Content Analysis of U.S. and Chinese Corporate Web Sites, Human Communication. A Publication of the Pacific and Asian Communication Association. Vol. 11, No. 4, ss. 482
  • Titrek, O. ve Zafer, D. (2009). İlköğretim Okulu Yöneticilerinin Kullandıkları Örgütsel Güç Kaynaklarına İlişkin Öğretmen Görüşleri, Kuram ve Uygulamada Eğitim Yönetimi Dergisi, 15(4), 657-674.
  • Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
  • Ulusoy, H., Biçer, E., & Karabulut, N. (2012). Hastane yöneticilerinde tükenmişlik düzeyi. Cumhuriyet Medical Journal, 34(3), 252-259.
  • Uzun, Ö. Tamimi, Y. (2005) Örgüt Kültüründe Güç Mesafesi Boyutunun Metaforlarla Analizi (Tekstil Sektöründe Faaliyet Gösteren Bir İşletme Örneği), Eskişehir Osmangazi Üniversitesi Sosyal Bilimler Dergisi No 8, ss.3-4
  • Walton, J. Parikh, V. (2012) Power Distance and Knowledge Management from a Post-Taylorist Perspective, World Academy of Science, Engineering and Technology, ss. 2506-2513
  • Wang, H., & Guan, B. (2018). The positive effect of authoritarian leadership on employee performance: The moderating role of power distance. Frontiers in psychology, 9, 357.
  • Yang, J., Liu, H., & Gu, J. (2017). A multi-level study of servant leadership on creativity: The roles of self-efficacy and power distance. Leadership & Organization Development Journal. ss.610-629
  • Yildiz, S., & Arisoy, A. A. (2018). Otantik Liderlik İle Örgütsel Sessizlik Arasındaki İlişkide Güç Mesafesinin Düzenleyici Rolü 1. Kafkas Universitesi. Sosyal Bilimler Enstitu, (22), 553-580.
  • Zheng, W. B., Wang, W. J., Meng, D. U., & Zang, Y. X. (2018). Study on the Influence of Power Distance on Leadership Behavior. DEStech Transactions on Social Science, Education and Human Science, (emass). ss.130-139
There are 44 citations in total.

Details

Primary Language Turkish
Journal Section Articles
Authors

Altuğ Çağatay 0000-0001-7067-5570

Selman Kızılkaya This is me 0000-0002-3136-7257

Publication Date December 30, 2021
Acceptance Date November 22, 2021
Published in Issue Year 2021 Volume: 7 Issue: 3

Cite

APA Çağatay, A., & Kızılkaya, S. (2021). SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI. Uluslararası Sağlık Yönetimi Ve Stratejileri Araştırma Dergisi, 7(3), 536-560.
AMA Çağatay A, Kızılkaya S. SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI. USAYSAD. December 2021;7(3):536-560.
Chicago Çağatay, Altuğ, and Selman Kızılkaya. “SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI”. Uluslararası Sağlık Yönetimi Ve Stratejileri Araştırma Dergisi 7, no. 3 (December 2021): 536-60.
EndNote Çağatay A, Kızılkaya S (December 1, 2021) SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI. Uluslararası Sağlık Yönetimi ve Stratejileri Araştırma Dergisi 7 3 536–560.
IEEE A. Çağatay and S. Kızılkaya, “SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI”, USAYSAD, vol. 7, no. 3, pp. 536–560, 2021.
ISNAD Çağatay, Altuğ - Kızılkaya, Selman. “SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI”. Uluslararası Sağlık Yönetimi ve Stratejileri Araştırma Dergisi 7/3 (December 2021), 536-560.
JAMA Çağatay A, Kızılkaya S. SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI. USAYSAD. 2021;7:536–560.
MLA Çağatay, Altuğ and Selman Kızılkaya. “SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI”. Uluslararası Sağlık Yönetimi Ve Stratejileri Araştırma Dergisi, vol. 7, no. 3, 2021, pp. 536-60.
Vancouver Çağatay A, Kızılkaya S. SAĞLIK ÇALIŞANLARININ GÜÇ MESAFESİ VE LİDERLİK TARZINA YÖNELİK KİŞİSEL VE ÖRGÜTSEL ALGILARININ KARŞILAŞTIRILMASI. USAYSAD. 2021;7(3):536-60.