Araştırma Makalesi
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HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ

Yıl 2018, Cilt: 5 Sayı: 9, 111 - 133, 31.05.2018

Öz

Bu çalışmada, hizmetkar liderlik tarzı ve bu liderlik tarzının firma performansı üzerinde yarattığı pozitif etki üzerine odaklanılmıştır. Takipçilerini ön planda tutan ve destekleyen hizmetkar liderlik modelinin destekleyici tarzının ve takipçilerini ön planda tutma eğilimin, çalışanların örgütsel özdeşleşmeleri üzerinde pozitif yaratacağı ve söz konusu liderlik tarzının firma performansı ile arasındaki ilişkide, örgütsel özdeşleşmenin aracı etkisine sahip olacağı öngörülmüştür. Çalışmaya ait saha araştırması Marmara bölgesinde, üretim ve hizmet sektörlerinde faaliyet gösteren, 187 firma üzerinde uygulanmış, çalışmaya katılmayı kabul eden firmalara 5’er adet araştırma anket yönlendirilmiş ve sonuçta 527 adet kullanılabilir anket elde edilmiştir. Katılımcılar, özellikle ilgili firmalarda çalışan beyaz yakalı çalışanlar arasından seçilmiştir. Araştırmaya ait veriler yapısal eşitlik modellemesi ile analiz edilmiş ve analizler sonucunda, hizmetkâr liderliğin, takipçilerinin örgütsel özdeşleşmeleri üzerinde pozitif yönde etkisi olduğu teyit edilmiş ve hizmetkar liderliğin firma performansı üzerindeki söz konusu etkisinin çalışanların deneyimlediği örgütsel özdeşleşme aracılığı ile gerçekleştiği tespit edilmiştir. Araştırma sonuçları ilgili alan yazınında daha önce farklı bağlamlarda, hizmetkar liderlik ve firma performansı ilişkisi üzerinde yapılan çalışmalarla paralellik göstermekte olup, çalışanların örgütsel özdeşleşmesi yoluyla ortaya çıkan dolaylı etkinin, hizmetkâr liderliğin zorlayıcı bir liderlik biçimi olmadığını, çok katı bir performans odaklılık sergilemediğini, rekabetçi bir liderlik tarzı olmadığını, tam tersine, takipçilerin çıkarlarını önceliklendiren bir liderlik biçimi olduğunu doğrulamaktadır. 

Kaynakça

  • Ashforth, B. E., Sluss, D. M., & Saks, A. M. (2007). Socialization tactics, proactive beha-vior, and newcomer learning: Integrating socialization models. Journal of Vocational Beha-vior, 70, 447–462. http://dx.doi.org/ 10.1016/j.jvb.2007.02.001
  • Ashforth, Blake E., and Fred Mael (1989), “Social Identity Theory and the Organization,” Academy of Management Review, 14 (1), 20–39.
  • Aslan, Ş., & Özata, M. (2011). Sağlık Çalışanlarında Hizmetkâr Liderlik: Dennis-Winston ve Dennis-Bocernea Hizmetkâr Liderlik Ölçeklerinin Geçerlik ve Güvenirlik Araştırma-sı. Journal of Management & Economics, 18(1).
  • Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, rese-arch, and future directions. Annual review of psychology, 60, 421-449.
  • Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the academy of marketing science, 16(1), 74-94.
  • Bagozzi, R. P., Yi, Y., & Phillips, L. W. (1991). Assessing construct validity in organizatio-narsearch. Administrative science quarterly, 421-458.
  • Bandura, A. 1977. Social Learning Theory. Englewood Cliffs, NJ: Prentice Hall.
  • Blau, P. (1964). Power and exchange in social life. New York: J Wiley & Sons, 352.
  • Cerit, Y. (2010), “The effects of servant leadership on teachers’ organizational commitment in primary schools in Turkey”, International Journal of Leadership in Education, Vol. 13 No. 3, pp. 301-317.
  • De Waal, A., & Sivro, M. (2012). The relation between servant leadership, organizational performance, and the high-performance organization framework. Journal of Leadership & Organizational Studies, 19(2), 173-190.
  • Dennis, R. S., & Bocarnea, M. (2005). Development of the servant leadership assessment instrument. Leadership & organization development journal, 26(8), 600-615.
  • DePree, M. (1989). Leadership is an art. New York: Dell Publishing.
  • Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel psychology, 57(1), 61-94.
  • Fairholm, G. W. (1997). Capturing the heart of leadership: Spirituality and community in the new American workplace. Greenwood Publishing Group.
  • Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American soci-ological review, 161-178.
  • Greenleaf, R. K. (1991). The servant as leader (Rev. ed.). Indianapolis, IN: Robert K. Gre-enleaf Center.
  • Greenleaf, R.K. (1977) Servant leadership. New York : Paulist Press.
  • Hair, J. F. J., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate Data Analysis Seventh Edition Prentice Hall.
  • Hale, J. R., & Fields, D. L. (2007). Exploring servant leadership across cultures: A study of followers in Ghana and the USA. Leadership, 3(4), 397-417.
  • Haslam, S. A., & Ellemers, N. (2005). Social identity in industrial and organizational psyc-hology: Concepts, controversies, and contributions. In G. P. Hodgkinson & J. K. Ford (Eds.), International review of industrial and organizational psychology (Vol. 20, pp. 39–118). Sussex, UK: Wiley. http://dx.doi.org/10.1002/0470029307.ch2
  • Hu, J., & Liden, R. C. (2011). Antecedents of team potency and team effectiveness: An examination of goal and process clarity and servant leadership. Journal of Applied Psycho-logy, 96(4), 851.
  • Hu, L. T., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural equation modeling: a mul-tidisciplinary journal, 6(1), 1-55.
  • Huang, J., Li, W., Qiu, C., Yim, F. H. K., & Wan, J. (2016). The impact of CEO servant leadership on firm performance in the hospitality industry. International Journal of Con-temporary Hospitality Management, 28(5), 945-968.
  • Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24(2), 316-331.
  • Jang, J., & Kandampully, J. (2017). Reducing Employee Turnover Intention Through Ser-vant Leadership in the Restaurant Context: A Mediation Study of Affective Organizational Commitment. International Journal of Hospitality & Tourism Administration, 1-17.
  • Jaramillo, F. and Mulki, P.J. (2008), “Sales effort: the intertwined roles of the leader, cus-tomers, and the salesperson”, Journal of Personal Selling and Sales Management, Vol. 25 No. 1, pp. 137-154.
  • Jenkins, M. and Stewart, A.C. (2010), “The importance of a servant leader orientation”, Health Care Management Review, Vol. 35 No. 1, pp. 46-54.
  • Knippenberg, D., & Schie, E. (2000). Foci and correlates of organizational identifica-tion. Journal of occupational and organizational psychology, 73(2), 137-147.
  • Lee, E. S., Park, T. Y., & Koo, B. (2015). Identifying organizational identification as a basis for attitudes and behaviors: A meta-analytic review. Psychological bulletin, 141(5), 1049.
  • Liden RC, Wayne SJ, Zhao H, Henderson D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19, 161–177.
  • Liden, R.C., S.J. Wayne, C. Liao and J.D. Meuser. (2014). ‘Servant Leadership and Serving Culture: In uence on Individual and Unit Performance’, Academy of Management Journal, 57, 5, 1434–52.
  • Liu, Y., Loi, R., & Lam, L. W. (2011). Linking organizational identification and employee performance in teams: The moderating role of team-member exchange. The International Journal of Human Resource Management, 22(15), 3187-3201.
  • Lord, R. G., & Brown, D. J. (2004). Leadership pro- cesses and follower self-identity. Mahwah, NJ: Erlbaum.
  • Mahembe, B., & Engelbrecht, A. S. (2014). The relationship between servant leadership, organisational citizenship behaviour and team effectiveness. SA Journal of Industrial Psyc-hology, 40(1), 01-10.
  • McCann, J. T., Graves, D., & Cox, L. (2014). Servant leadership, employee satisfaction, and organizational performance in rural community hospitals. International journal of Bu-siness and management, 9(10), 28.
  • Melchar, D. E. & Bosco, S. M. (2010). "Achieving High Organization Performance thro-ugh Servant Leadership." The Journal of Business Inquiry 9 (1): 74-88.
  • Neubert, M.J., Kacmar, K.M., Carlson, D.S., Chonko, L.B. and Roberts, J.A. (2008), “Re-gulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior”, Journal of Applied Psychology, Vol. 93 No. 6, pp. 1220-1233.
  • Page, D., & Wong, T. P. (2000). A conceptual framework for measuring servant leaders-hip. The human factor in shaping the course of history and development, 69-110.
  • Parris, D. L., & Peachey, J. (2013). A systematic literature review of servant leadership the-ory in organizational contexts. Journal of Business Ethics, 113(3), 377–393. http://doi.dx.org/10.1007/s10551-012-1322-6
  • Patterson, K. A. (2003). Servant leadership: A theoretical model (Doctoral dissertation, Re-gent University).
  • Pekerti, A.A. and Sendjaya, S. (2010), “Exploring servant leadership across cultures: com-parative study in Australia and Indonesia”, The International Journal of Human Resource Management, Vol. 21 No. 5, pp. 754-780.
  • Peterson, S. J., Galvin, B. M., & Lange, D. (2012). CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65(3), 565-596.
  • Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behavior: A critical review of the theoretical and empirical literature and sugges-tions for future research. Journal of Management, 26, 513–563. http://dx.doi.org/10.1177/ 014920630002600307
  • Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models.Behavior research met-hods, 40(3), 879-891.
  • Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior research met-hods, 40(3), 879-891.
  • Riketta, M. (2005). Organizational identification: A meta-analysis. Journal of vocational behavior, 66(2), 358-384.
  • Russell, R. F. (2001). The role of values in servant leadership. Leadership & Organization Development Journal, 22, 76-84.
  • Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: developing a practical model. Leadership & Organization Development Journal, 23, 145.
  • Schumacker, R. E., & Lomax, R. G. (2012). A Beginner's Guide to Structural Equation Modeling. Routledge.
  • Schwarz, G., Newman, A., Cooper, B., & Eva, N. (2016). Servant leadership and follower job performance: The mediating effect of public service motivation. Public Administra-tion, 94(4), 1025-1041.
  • Spears, L. C. (2004). Practicing servant‐leadership. Leader to leader, 2004(34), 7-11.
  • Stone, A. G., Russell, R. F., & Patterson, K. (2004). Transformational versus servant lea-dership: A difference in leader focus. The Leadership & Organization Development Jour-nal, 25(4), 349-361.
  • Tajfel, Henri (1972), “Experiments in a Vacuum,” in The Context of Social Psychology: A Critical Assessment, Joachim Israel and Henri Tajfel, eds., London: Academic Press, 69–122.
  • Van Dick, R., Grojean, M. W., Christ, O., & Wieseke, J. (2006). Identity and the extra mile: Relationships between organizational identification and organizational citizenship behavi-our. British Journal of Management, 17(4), 283-301.
  • Van Dick, R., Van Knippenberg, D., Kerschreiter, R., Hertel, G., & Wieseke, J. (2008). Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior. Journal of Vocational Behavior, 72, 388–399.
  • Van Dierendonck, D. 2011. ‘Servant Leadership: A Review and Synthesis’, Journal of Ma-nagement, 37, 4, 1228–61.
  • Van Knippenberg, D., van Knippenberg, B.,
De Cremer, D., & Hogg, M. A. (2004). Lea-dership, self, and identity: A review and research agenda. Leadership Quarterly, 15, 825–856.
  • Vondey, M. (2010). The relationships among servant leadership, organizational citizenship behavior, person-organization fit, and organizational identification. International Journal of Leadership Studies, 6(1), 3-27.
  • Walumbwa, F.O., Hartnell, C.A. and Oke, A. (2010), “Servant leadership, procedural justi-ce climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation”, Journal of Applied Psychology, Vol. 95 No. 3, pp. 517-529.
  • Winston, B. E. (2003). Extending Patterson’s servant leadership model. Retrieved April 12, 2008, from http://www.regent.edu/acad/global/publications/sl_proceedings/2003/winston_extending_patterson.pdf
  • Yan Liu , Raymond Loi & Long W. Lam (2011) Linking organizational identification and employee performance in teams: the moderating role of team-member exchange, The In-ternational Journal of Human Resource Management, 22:15, 3187-3201, DOI: 10.1080/09585192.2011.560875
  • Yeh, W. (2017). The relationships between servant leadership, strategic alignment, and fi-nancial performance (Master's thesis, University of Twente).
  • Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. Leadership Quar-terly, 12, 451–483. doi:10.1016/S1048-9843(01) 00093-5
  • Zhang, H., Kwong Kwan, H., Everett, A. M., & Jian, Z. (2012). Servant leadership, organi-zational identification, and work‐to‐family enrichment: The moderating role of work climate for sharing family concerns. Human Resource Management, 51(5), 747-767.

THE MEDIATION EFFECT OF ORGANIZATIONAL IDENTIFICATION IN THE RELATIONSHIP BETWEEN SERVANT LEADERSHIP AND FIRM PERFORMANCE

Yıl 2018, Cilt: 5 Sayı: 9, 111 - 133, 31.05.2018

Öz

This study deals with the servant leadership style and its positive effects of firm performance. It is foreseen that supportive leadership style of servant leadership, that is the tendency to hold the followers in the front, will have a positive impact on the organizational identification of the employees and organizational identification will have a mediating effect on the relationship between servant leadership and firm performance. Field survey of the study was conducted on 187 firms operating in the production and service sectors in the Marmara region and 5 data collection forms were sent to each of these companies and in the end 527 available forms were obtained. The participants were selected especially from white-collar workers. The data were analyzed by structural equilibrium modeling and it was found that servant leadership was influential on organizational identification of followers, and effect of servant leadership on firm performance was achieved through organizational identification. The findings of the study were similar to the previous studies on firm performance and servant leadership. The indirect effect occurring through organizational identification confirms that servant leadership is not a compelling form of leadership namely; it is not a strictly performance-focused, competitive leadership style; on the contrary, it is a form of leadership that prioritizes the interests of followers prior to organizational outcomes.

Kaynakça

  • Ashforth, B. E., Sluss, D. M., & Saks, A. M. (2007). Socialization tactics, proactive beha-vior, and newcomer learning: Integrating socialization models. Journal of Vocational Beha-vior, 70, 447–462. http://dx.doi.org/ 10.1016/j.jvb.2007.02.001
  • Ashforth, Blake E., and Fred Mael (1989), “Social Identity Theory and the Organization,” Academy of Management Review, 14 (1), 20–39.
  • Aslan, Ş., & Özata, M. (2011). Sağlık Çalışanlarında Hizmetkâr Liderlik: Dennis-Winston ve Dennis-Bocernea Hizmetkâr Liderlik Ölçeklerinin Geçerlik ve Güvenirlik Araştırma-sı. Journal of Management & Economics, 18(1).
  • Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, rese-arch, and future directions. Annual review of psychology, 60, 421-449.
  • Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the academy of marketing science, 16(1), 74-94.
  • Bagozzi, R. P., Yi, Y., & Phillips, L. W. (1991). Assessing construct validity in organizatio-narsearch. Administrative science quarterly, 421-458.
  • Bandura, A. 1977. Social Learning Theory. Englewood Cliffs, NJ: Prentice Hall.
  • Blau, P. (1964). Power and exchange in social life. New York: J Wiley & Sons, 352.
  • Cerit, Y. (2010), “The effects of servant leadership on teachers’ organizational commitment in primary schools in Turkey”, International Journal of Leadership in Education, Vol. 13 No. 3, pp. 301-317.
  • De Waal, A., & Sivro, M. (2012). The relation between servant leadership, organizational performance, and the high-performance organization framework. Journal of Leadership & Organizational Studies, 19(2), 173-190.
  • Dennis, R. S., & Bocarnea, M. (2005). Development of the servant leadership assessment instrument. Leadership & organization development journal, 26(8), 600-615.
  • DePree, M. (1989). Leadership is an art. New York: Dell Publishing.
  • Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel psychology, 57(1), 61-94.
  • Fairholm, G. W. (1997). Capturing the heart of leadership: Spirituality and community in the new American workplace. Greenwood Publishing Group.
  • Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American soci-ological review, 161-178.
  • Greenleaf, R. K. (1991). The servant as leader (Rev. ed.). Indianapolis, IN: Robert K. Gre-enleaf Center.
  • Greenleaf, R.K. (1977) Servant leadership. New York : Paulist Press.
  • Hair, J. F. J., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate Data Analysis Seventh Edition Prentice Hall.
  • Hale, J. R., & Fields, D. L. (2007). Exploring servant leadership across cultures: A study of followers in Ghana and the USA. Leadership, 3(4), 397-417.
  • Haslam, S. A., & Ellemers, N. (2005). Social identity in industrial and organizational psyc-hology: Concepts, controversies, and contributions. In G. P. Hodgkinson & J. K. Ford (Eds.), International review of industrial and organizational psychology (Vol. 20, pp. 39–118). Sussex, UK: Wiley. http://dx.doi.org/10.1002/0470029307.ch2
  • Hu, J., & Liden, R. C. (2011). Antecedents of team potency and team effectiveness: An examination of goal and process clarity and servant leadership. Journal of Applied Psycho-logy, 96(4), 851.
  • Hu, L. T., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural equation modeling: a mul-tidisciplinary journal, 6(1), 1-55.
  • Huang, J., Li, W., Qiu, C., Yim, F. H. K., & Wan, J. (2016). The impact of CEO servant leadership on firm performance in the hospitality industry. International Journal of Con-temporary Hospitality Management, 28(5), 945-968.
  • Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24(2), 316-331.
  • Jang, J., & Kandampully, J. (2017). Reducing Employee Turnover Intention Through Ser-vant Leadership in the Restaurant Context: A Mediation Study of Affective Organizational Commitment. International Journal of Hospitality & Tourism Administration, 1-17.
  • Jaramillo, F. and Mulki, P.J. (2008), “Sales effort: the intertwined roles of the leader, cus-tomers, and the salesperson”, Journal of Personal Selling and Sales Management, Vol. 25 No. 1, pp. 137-154.
  • Jenkins, M. and Stewart, A.C. (2010), “The importance of a servant leader orientation”, Health Care Management Review, Vol. 35 No. 1, pp. 46-54.
  • Knippenberg, D., & Schie, E. (2000). Foci and correlates of organizational identifica-tion. Journal of occupational and organizational psychology, 73(2), 137-147.
  • Lee, E. S., Park, T. Y., & Koo, B. (2015). Identifying organizational identification as a basis for attitudes and behaviors: A meta-analytic review. Psychological bulletin, 141(5), 1049.
  • Liden RC, Wayne SJ, Zhao H, Henderson D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19, 161–177.
  • Liden, R.C., S.J. Wayne, C. Liao and J.D. Meuser. (2014). ‘Servant Leadership and Serving Culture: In uence on Individual and Unit Performance’, Academy of Management Journal, 57, 5, 1434–52.
  • Liu, Y., Loi, R., & Lam, L. W. (2011). Linking organizational identification and employee performance in teams: The moderating role of team-member exchange. The International Journal of Human Resource Management, 22(15), 3187-3201.
  • Lord, R. G., & Brown, D. J. (2004). Leadership pro- cesses and follower self-identity. Mahwah, NJ: Erlbaum.
  • Mahembe, B., & Engelbrecht, A. S. (2014). The relationship between servant leadership, organisational citizenship behaviour and team effectiveness. SA Journal of Industrial Psyc-hology, 40(1), 01-10.
  • McCann, J. T., Graves, D., & Cox, L. (2014). Servant leadership, employee satisfaction, and organizational performance in rural community hospitals. International journal of Bu-siness and management, 9(10), 28.
  • Melchar, D. E. & Bosco, S. M. (2010). "Achieving High Organization Performance thro-ugh Servant Leadership." The Journal of Business Inquiry 9 (1): 74-88.
  • Neubert, M.J., Kacmar, K.M., Carlson, D.S., Chonko, L.B. and Roberts, J.A. (2008), “Re-gulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior”, Journal of Applied Psychology, Vol. 93 No. 6, pp. 1220-1233.
  • Page, D., & Wong, T. P. (2000). A conceptual framework for measuring servant leaders-hip. The human factor in shaping the course of history and development, 69-110.
  • Parris, D. L., & Peachey, J. (2013). A systematic literature review of servant leadership the-ory in organizational contexts. Journal of Business Ethics, 113(3), 377–393. http://doi.dx.org/10.1007/s10551-012-1322-6
  • Patterson, K. A. (2003). Servant leadership: A theoretical model (Doctoral dissertation, Re-gent University).
  • Pekerti, A.A. and Sendjaya, S. (2010), “Exploring servant leadership across cultures: com-parative study in Australia and Indonesia”, The International Journal of Human Resource Management, Vol. 21 No. 5, pp. 754-780.
  • Peterson, S. J., Galvin, B. M., & Lange, D. (2012). CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65(3), 565-596.
  • Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behavior: A critical review of the theoretical and empirical literature and sugges-tions for future research. Journal of Management, 26, 513–563. http://dx.doi.org/10.1177/ 014920630002600307
  • Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models.Behavior research met-hods, 40(3), 879-891.
  • Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior research met-hods, 40(3), 879-891.
  • Riketta, M. (2005). Organizational identification: A meta-analysis. Journal of vocational behavior, 66(2), 358-384.
  • Russell, R. F. (2001). The role of values in servant leadership. Leadership & Organization Development Journal, 22, 76-84.
  • Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: developing a practical model. Leadership & Organization Development Journal, 23, 145.
  • Schumacker, R. E., & Lomax, R. G. (2012). A Beginner's Guide to Structural Equation Modeling. Routledge.
  • Schwarz, G., Newman, A., Cooper, B., & Eva, N. (2016). Servant leadership and follower job performance: The mediating effect of public service motivation. Public Administra-tion, 94(4), 1025-1041.
  • Spears, L. C. (2004). Practicing servant‐leadership. Leader to leader, 2004(34), 7-11.
  • Stone, A. G., Russell, R. F., & Patterson, K. (2004). Transformational versus servant lea-dership: A difference in leader focus. The Leadership & Organization Development Jour-nal, 25(4), 349-361.
  • Tajfel, Henri (1972), “Experiments in a Vacuum,” in The Context of Social Psychology: A Critical Assessment, Joachim Israel and Henri Tajfel, eds., London: Academic Press, 69–122.
  • Van Dick, R., Grojean, M. W., Christ, O., & Wieseke, J. (2006). Identity and the extra mile: Relationships between organizational identification and organizational citizenship behavi-our. British Journal of Management, 17(4), 283-301.
  • Van Dick, R., Van Knippenberg, D., Kerschreiter, R., Hertel, G., & Wieseke, J. (2008). Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior. Journal of Vocational Behavior, 72, 388–399.
  • Van Dierendonck, D. 2011. ‘Servant Leadership: A Review and Synthesis’, Journal of Ma-nagement, 37, 4, 1228–61.
  • Van Knippenberg, D., van Knippenberg, B.,
De Cremer, D., & Hogg, M. A. (2004). Lea-dership, self, and identity: A review and research agenda. Leadership Quarterly, 15, 825–856.
  • Vondey, M. (2010). The relationships among servant leadership, organizational citizenship behavior, person-organization fit, and organizational identification. International Journal of Leadership Studies, 6(1), 3-27.
  • Walumbwa, F.O., Hartnell, C.A. and Oke, A. (2010), “Servant leadership, procedural justi-ce climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation”, Journal of Applied Psychology, Vol. 95 No. 3, pp. 517-529.
  • Winston, B. E. (2003). Extending Patterson’s servant leadership model. Retrieved April 12, 2008, from http://www.regent.edu/acad/global/publications/sl_proceedings/2003/winston_extending_patterson.pdf
  • Yan Liu , Raymond Loi & Long W. Lam (2011) Linking organizational identification and employee performance in teams: the moderating role of team-member exchange, The In-ternational Journal of Human Resource Management, 22:15, 3187-3201, DOI: 10.1080/09585192.2011.560875
  • Yeh, W. (2017). The relationships between servant leadership, strategic alignment, and fi-nancial performance (Master's thesis, University of Twente).
  • Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. Leadership Quar-terly, 12, 451–483. doi:10.1016/S1048-9843(01) 00093-5
  • Zhang, H., Kwong Kwan, H., Everett, A. M., & Jian, Z. (2012). Servant leadership, organi-zational identification, and work‐to‐family enrichment: The moderating role of work climate for sharing family concerns. Human Resource Management, 51(5), 747-767.
Toplam 64 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Tüm Sayı
Yazarlar

Elif Baykal

Cemal Zehir

Mahmut Köle Bu kişi benim

Yayımlanma Tarihi 31 Mayıs 2018
Gönderilme Tarihi 14 Nisan 2018
Yayımlandığı Sayı Yıl 2018 Cilt: 5 Sayı: 9

Kaynak Göster

APA Baykal, E., Zehir, C., & Köle, M. (2018). HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ. Akademik Hassasiyetler, 5(9), 111-133.
AMA Baykal E, Zehir C, Köle M. HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ. Akademik Hassasiyetler. Mayıs 2018;5(9):111-133.
Chicago Baykal, Elif, Cemal Zehir, ve Mahmut Köle. “HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ”. Akademik Hassasiyetler 5, sy. 9 (Mayıs 2018): 111-33.
EndNote Baykal E, Zehir C, Köle M (01 Mayıs 2018) HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ. Akademik Hassasiyetler 5 9 111–133.
IEEE E. Baykal, C. Zehir, ve M. Köle, “HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ”, Akademik Hassasiyetler, c. 5, sy. 9, ss. 111–133, 2018.
ISNAD Baykal, Elif vd. “HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ”. Akademik Hassasiyetler 5/9 (Mayıs 2018), 111-133.
JAMA Baykal E, Zehir C, Köle M. HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ. Akademik Hassasiyetler. 2018;5:111–133.
MLA Baykal, Elif vd. “HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ”. Akademik Hassasiyetler, c. 5, sy. 9, 2018, ss. 111-33.
Vancouver Baykal E, Zehir C, Köle M. HİZMETKAR LİDERLİK FİRMA PERFORMANSI İLİŞKİSİNDE ÖRGÜTSEL ÖZDEŞLEŞMENİN ARACI ETKİSİ. Akademik Hassasiyetler. 2018;5(9):111-33.

MAKALE DEĞERLENDİRME SÜRECİ

Yazar tarafından gönderilen bir makale, gönderim tarihinden itibaren 10 gün içinde dergi sekreteri tarafından makalenin, telif sözleşmesinin ve benzerlik raporunun (Turnitin programı) eksiksiz ve düzgün bir şekilde gönderilip gönderilmediği yönünden incelenir. İstenilen bu dosyalar eksiksiz ve düzgün bir şekilde gönderilmiş ise makale; ikinci aşamada derginin yayın çizgisine uygun olup olmadığı yönünden değerlendirilir. Bu süreçte makale yayın çizgisine uygun değilse yazara iade edilir. Makale yayın çizgisine uygun ise şablona uygun bir şekilde gönderilip gönderilmediği yönünden değerlendirilir. Şayet makale şablona uyarlanıp gönderilmemiş ise değerlendirme sürecine alınmaz. Bu süreçte yazarın derginin belirlediği şartlara uygun bir şekilde sisteme makale yüklemesi beklenir. Makale şablona uygun bir şekilde hazırlanıp gönderilmiş ise son aşamada makale derginin yayın ilkeleri, yazım kuralları, öz, abstract, extented abstract, kaynakça gösterimi vb. yönlerden incelenir. Bu ayrıntılarda makalede bir sorun varsa yazarın bu hususları tamamlaması istenir ve verilen süre içerisinde eksiksiz bir şekilde yeniden makaleyi göndermesi istenir.
Tüm bu aşamaları geçen makale, editör tarafından bilimsel yeterliliğinin denetlenmesi amacıyla ikinci 7 günlük süre içerisinde çalışmaya uygun iki hakeme değerlendirmeleri için gönderilir. Hakemlerin değerlendirme süreleri 15 gündür. Bu süre zarfında hakemlik görevini tamamlamayan bir hakem olursa ilgili hakeme değerlendirmeyi tamamlaması için 7 günlük ek süre verilebilir. Bu süre zarfında hakem görevini yerine getirmezse yerine yeni bir hakem ataması yapılır. En az iki hakemden gelen raporlar olumlu ise makale yayın aşamasına alınır. Hakem raporlarından birisi olumlu diğeri olumsuz ise makale üçüncü bir hakeme gönderilir. Üçüncü hakem raporu da olumsuz ise makale ret edilir. Üçüncü hakemin değerlendirmesi olumlu ise makaleyle ilgili hakem raporları dergi alan editörlerinden oluşan Editörler Kurulu tarafından incelenir. Makalenin yayınlanmasıyla ilgili nihai karar alan editörlerinden oluşan Editörler Kurulu tarafından verilir. Hakem raporlarının yetersiz ve tatmin etmekten uzak olması veya İngilizce editör tarafından abstract ve extented abstract’ın yetersiz görülmesi hallerinde de yine makaleyle ilgili son karar Editörler Kurulu tarafından verilir. Tüm bu aşamalardan geçen bir makale en yakın sayıya yayınlanmak üzere eklenir. İlgili sayıda yer kalmaması halinde makalenin yayımı bir sonraki sayıya kaydırılır. Bu durumda ve tüm değerlendirme sürecinde yazar isterse makalesini geri çekme hakkına sahiptir. Ancak bu durumu dergiye bildirmesi gerekir. Makale gönderim tarihinden makalenin yayına kabul tarihine kadar tüm bu işlemler için ortalama 3 aylık bir süre öngörülmektedir.