LİDERİN GÜÇ KAYNAKLARI VE İŞ PERFORMANSI ARASINDAKİ İLİŞKİDE PELZ ETKİSİNİN DÜZENLEYİCİ ROLÜ

Year 2018, , 75 - 92, 27.04.2018

Cem Harun Meydan , Deniz Dirik , İnan Eryılmaz

https://doi.org/10.18657/yonveek.299554

Cited By: 5

Abstract

Bu
çalışmada, liderin algılanan farklı güç kaynaklarının çalışanların görev ve
bağlamsal performansları üzerindeki etkisi ve bu süreçte Pelz etkisinin
biçimleyici rolü araştırılmıştır. Pelz etkisi, liderin etkililiğinin ve
çalışanları örgütsel amaç başarımlarına yöneltme gücünün liderin kendi
üstlerini etkileme, kendini üstlerine dinletebilme ve onlardan stratejik
bilgileri edinebilme gücünden bağımsız olarak ele alınamayacağını iddia eden
bir önermedir. Bu bağlamda, liderin kullandığı farklı güç kaynakları (meşru,
ödüllendirme, zorlayıcı, uzmanlık-bilgi, karizmatik) ile iş performansını
oluşturan görev ve bağlamsal performans arasındaki farklılaşan ilişkiler Pelz
etkisi bağlamında kamu sektöründe çalışan 195 kişiden toplanan veriler ışığında
sınanmış ve Pelz etkisinin, algılanan ödüllendirme gücü, uzmanlık-bilgi gücü ve
karizmatik güç ile görev performansı arasındaki ilişkilerde biçimleyici rol
oynadığı tespit edilmiştir.

Keywords

Pelz etkisi, bağlamsal performans, görev performansı, güç, liderin algılanan güç kaynakları

References

• Dhanaraj, C., & Parkhe, A. (2006). Orchestrating innovation networks. Academy of Management Review, 31(3), 659-669.
• Dirik, D., Eryılmaz, İ. ve Gülova, A. (2016). Liderin güç kaynakları, iş tatmini ve bağlamsal performans arasındaki ilişkide örgütsel politikanın rolü. 4.Örgütsel Davranış Kongresi, 4-5 Kasım 2016, Adana.
• Elias, S. (2008). Fifty years of influence in the workplace: The evolution of the French and Raven power taxonomy. Journal of Management History, 14(3), 267-283.
• Ferris, G.R., & Rowland, K.M. (1981). Leadership, job perceptions, and influence: a conceptual integration. Human Relations, 34, 1069-78.
• French, J. R. P., & Raven, B. (1959). The basis of power, D. Cartwright (Ed.), Studies in social power (pp. 529-569), Ann Arbor, MI: University of Michigan Press.
• Hackman, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied Psychology, 60(2), 159-170.
• House, R.J., & Aditya, R.N. (1997). The social scientific study of leadership: Quo vadis?. Journal of Management, 23(3), 409-473.
• Jablin, F. M. (1980). Superior’s upward influence, satisfaction, and openness in superior-subordinate communication: A reexamination of the ‘Pelz effect’. Human Communication Research, 6, 210-220.
• Jain, A. K., Giga, D. S. I., & Cooper, C. L. (2010). Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior. Journal of Management & Organization, 17(3), 412–432.
• Jawahar, I.M., & Carr D.(2007). Conscientiousness and contextual performance: The compensatory effects of perceived organizational support and leader-member exchange. Journal of Managerial Psychology, 22, 330-349.
• Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755–768.
• Koslowsky M, Schwarzwald J., & Ashuri S. (2001). On the relationship between subordinates’ compliance to power sources and organisational attitudes. Applied Psychology: An International Review, 50, 455-476.
• Likert, R. (1961). New patterns of management. New York: McGraw-Hill, Inc.
• MacKenzie, S., Podsakoff, P., & Gregory, A., 2001. Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29, 115-134.
• Meydan, C. H. (2010). Örgüt kültürü, örgütsel güç ve örgütsel adalet algılarının bireyin iş tatmini ve örgüte bağlılığı üzerine etkisi: Kamuda bir araştırma, Yayımlanmamış Doktora Tezi, Kara Harp Okulu (KHO), Savunma Bilimleri Enstitüsü, Ankara.
• Meydan, C.H. ve Polat, M. (2010). Liderin güç kaynakları üzerine kültürel bağlamda bir araştırma. Ankara Üniversitesi Siyasal Bilgiler Fakültesi Dergisi, 65(4), 123-140.
• Mittal, R., & Elias, S. M. (2016). Social power and leadership in cross-cultural context. Journal of Management Development, 35(1), 58-74.
• Motowidlo, S. J., Borman, W. C., & Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10, 71-83.
• Pelz, D. (1952). Influence: A key to effective leadership in the first line supervisor. Personnel, 29, 209-217.
• Pelz, D. C. (1951). Leadership within a hierarchical organization. Journal of Social Issues, 7, 49-55.
• Pierro, A., Cicero, L., & Raven, B. H. (2008). Motivated compliance with bases of social power. Journal of Applied Social Psychology, 38, 1921-1944.
• Pierro, A., Kruglanski, A.W., & Raven, B.H. (2012). Motivational underpinnings of social influence in work settings: Bases of social power and the need for cognitive closure. European Journal of Social Psychology, 42, 41-52.
• Raven, B. H. (1992). A power/interaction model of interpersonal influence: French and Raven thirty years later. Social Behavior and Personality, 7, 217-244.
• Raven, B. H. (1993). The bases of power: Origins and recent developments. Journal of Social Issues, 49(4), 227-251.
• Raven, B. H. (2001). Power/interaction and interpersonal influence: experimental investigations and case studies”, A. Y. Lee-Chai, & J. A. Bargh (Ed.), The use and abuse of power: Multiple perspectives on the causes of corruption (pp. 217-240), Philadelphia, PA: Psychology Press.
• Raven, B.H., Schwarzwald, J., & Koslowsky, M. (1998). Conceptualising and measuring a power/interaction model of interpersonal influence. Journal of Applied Psychology, 28(4), 307-332.
• Sargut, A. S. (2015). Kültürlerarası farklılaşma ve yönetim.Ankara, İmge Kitabevi.
• Schwarzwald, J., Koslowsky, M., & Bernstein, J. (2013). Power tactic usage by gender at work and home: past, present, and future. International Journal of Conflict Management, 24(3), 307-324.
• Soltani, E., & Liao, Y.Y. (2010). The application of Pelz effect to managing TQM Programmes. POMS 21st Annual Conference, 7-10 Mayıs 2010, Vancouver, Kanada.
• Vigoda-Gadot, E. (2007). Leadership style, organizational politics, and employees’ performance an empirical examination of two competing models. Personnel Review, 36(5), 661-683.
• Wang, H., Law, K.S., Hackett, R.D., Wang, D., & Chen, Z.X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Management Journal, 48, 420-32.
• Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82-111.
• Yang, C., & Modell, S. (2012). Power and performance: Institutional embeddedness and performance management in a Chinese local government organization. Accounting, Auditing & Accountability Journal, 26(1), 101-132.
• Zaleznik, A. (1998). Managers and leaders: Are they different?. Harvard Business Review on Leadership, Harvard Business School Press, Boston.
• Vigoda-Gadot, E. (2007). Leadership style, organizational politics, and employees’ performance an empirical examination of two competing models. Personnel Review, 36(5), 661-683.
• Wang, H., Law, K.S., Hackett, R.D., Wang, D., & Chen, Z.X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Management Journal, 48, 420-32.
• Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82-111.
• Yang, C., & Modell, S. (2012). Power and performance: Institutional embeddedness and performance management in a Chinese local government organization. Accounting, Auditing & Accountability Journal, 26(1), 101-132.
• Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting Interactions. Newbury Park: Sage.