Özyeterlilikten Örgütsel Yeterliliğe: Lider-Üye Etkileşimi Temelinde Bir Değerlendirme

Year 2022, , 288 - 303, 30.12.2022

Başak Gogen

https://doi.org/10.21076/vizyoner.1144209

Cited By: 1

Abstract

Örgüt araştırmalarında, yönetici davranışlarının temelde iki şekilde ele alındığı görülmektedir. İlki, yöneticilerin kişilik özelliklerine bağlı özyeterliliklerinin öne çıktığı mikro bakış açısıdır. Bu yaklaşıma göre özyeterlilik aktör üzerinden tanımlandığından, yöneticilerin bulunabilecekleri önyargılı ve değişken davranışlar sebebiyle, örgütsel düzeyde kuramsal bir açıklama yapmakta yetersiz kalınmaktadır. Diğeri, söz konusu özyeterliliğin örgütün kişiye verdiği rolün sınırları içerisinde şekillendiğini öngören makro bakış açısıdır. Örgütsel seviyede tanımlanmış̧ yeterlilik standartları, pozisyon olarak yönetici rolünün de sınırlarını belirleyeceğinden, kişiden bağımsız yapısal bir yeterlilikten bahsedilebilecektir. Lider ile takipçileri arasındaki karşılıklı ilişkiye işaret eden Lider-Üye Etkileşimi Kuramı, örgüt içerisindeki rollerin oluşumunu yalnızca lider ile takipçilerinin etkileşimine bağlayan yöntemsel bireyci bakış̧ açısına sahip olması açısından tartışmalıdır. Bu çalışmada, aktör üzerinden tanımlanan özyeterlilik ile yapı üzerinden tanımlanan örgütsel yeterlilik kavramları karşılaştırılmış, varılan sonuçlar Lider-Üye Etkileşimi Kuramına eleştirel bir bakış̧ açısı içerisinde değerlendirilmiştir. Böylece, popüler bir kuram temelinde farklı epistemolojilerin tartışılmasıyla örgüt kuramı yazınına katkı sağlanması hedeflenmiştir. Sonuç olarak, örgütsel yeterliliğin lider ile üye etkileşimindeki nedensel ilişkilere güçlü yapısal açıklamalar getireceği, bunun da konuyu bireysel düzeyde ele alan Lider-Üye Etkileşimi kuramının açıklayıcılarına katkı sağlayacağı sonucuna varılmıştır. 

Keywords

Özyeterlilik, Örgütsel Yeterlilik, Lider-Üye Etkileşimi Kuramı, Aktör - Yapı

From Self-Efficacy to Organizational Efficacy: An Evaluation Based on Leader-Member Exchange

Abstract

In organizational studies, there are basically two approaches in positioning the leader. At micro-organizational level, the definition of self-efficacy of any leader is characterized by his own personality traits. Thus, the efforts towards providing a theoretical explanation at the organizational level in terms of prejudiced and inconsistent behaviors that the leaders may have, becomes incommensurate. On the other hand, macro-organizational approach defines self-efficacy within the boundaries of the role that the organization assigns to the leader. Since the organizationally defined competence standards outline the limits of the managerial role, it would be possible to address structural self-efficacy independent of the agent. The Leader-Member Exchange Theory (LMX), which emphasizes the reciprocal relationship between the leader and his followers, is controversial in terms of having a methodical individualist standpoint that explains the formation of roles within the organization solely on this agency-based interaction. In the study, a critical evaluation of LMX is conducted in terms of different epistemological views. It is expected to make an academic contribution by challenging an agency-based theory by a structuralist approach. As a result, it is argued that organizational efficacy would provide powerful explanations for the causal relationship between leader and member, thus contribute to the LMX theory.

Keywords

Self-Efficacy, Organizational Efficacy, Leader-Member Exchange Theory, Agency vs Structure

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