The effects of constructive and destructive leadership style on organizational climate and employee performance

Yıl 2022, Cilt: 24 Sayı: 2, 61 - 91, 14.12.2022

Hamide Selçuk , Ali Ekber Akgün

https://doi.org/10.33707/akuiibfd.1129106

Öz

This study aims to investigate the effects of constructive and destructive leadership styles on
organizational climate and employee performance. By examining separately whether the
organizational climate has a mediating role between constructive leadership and employee
performance and destructive leadership and employee performance, this study contributes to the
literature on leadership and organizational climate. The sample of the study contains 721 employees
working in enterprises located in Konya and Istanbul. The study uses the relational screening model
and tests hypotheses through the structural equation methodology. The results indicate that while
destructive leadership affects employee performance and organizational climate negatively,
constructive leadership affects them positively. The organizational climate has a fully mediating role
in the relationship between destructive leadership and employee performance. Moreover, the
organizational climate has a fully mediating role in the relationship between constructive leadership
and employee performance.

Anahtar Kelimeler

Destructive leadership, constructive leadership, organizational climate, employee performance

Yapıcı ve yıkıcı liderlik özelliklerinin örgüt iklimi ve çalışan performansına etkisi

Öz

Bu çalışmanın amacı yapıcı ve yıkıcı liderlik tarzlarının örgüt iklimi ve çalışan performansına
etkilerini araştırmak, yapıcı ve yıkıcı liderliğin çalışan performansına etkisinde örgüt ikliminin
aracılık rolünün olup olmadığını ortaya koyarak liderlik ve örgüt iklimi alan yazınına katkı
sağlamaktır. Çalışmanın örneklemini Konya ve İstanbul’da bulunan işletmelerde çalışan toplam 721
iş gören oluşturmaktadır. İlişkisel tarama modelinin kullanıldığı bu araştırmada hipotezler yapısal
eşitlik modeli ile test edilmiştir. Analiz sonucunda; yıkıcı liderliğin çalışan performansını ve örgüt
iklimini negatif etkilediği, yapıcı liderliğin çalışan performansı ve örgüt iklimini pozitif etkilediği
ve örgüt ikliminin yıkıcı liderliğin çalışan performansına etkisinde ve yapıcı liderliğin çalışan
performansına etkisinde tam aracılık rolü olduğu görülmüştür.

Anahtar Kelimeler

Yapıcı Liderlik, Yıkıcı Liderlik, Örgüt İklimi, Çalışan Performansı

Kaynakça

• Aboyassin, N. A., & Abood, N. (2013). The effect of ineffective leadership on individual and organizational performance in Jordanian institutions. Competitiveness Review: An International Business Journal, 23(1), 68-84.
• Aquino, K. (2000). Structural and individual determinants of workplace victimization: The effects of hierarchical status and conflict management style. Journal of Management, 26, 171-193.
• Army, U. S. (2012). Army leadership. Department of the Army. Army doctrine publication (ADP) 6, 22. Aktaran, Erickson, A., Shaw, B., Murray, J., & Branch, S. (2015). Destructive leadership. Organizational Dynamics, 4(44), 266-272.
• Aryee, S., Chen, Z. X., Sun, L. Y., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: Test of a trickle-down model. Journal of Applied Psychology, 92(1), 191.
• Aryee, S., Sun, L. Y., Chen, Z. X. G., & Debrah, Y. A. (2008). Abusive supervision and contextual performance: The mediating role of emotional exhaustion and the moderating role of work unit structure. Management and Organization Review, 4(3), 393-411.
• Ashforth, B. E. (1994). Petty tyranny in organizations. Human relations, 47(7), 755-778.
• Ashforth, B. E. (1997). Petty tyranny in organizations: A preliminary examination of antecedents and consequences. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 14(2), 126-140.
• Aubrey, D. W. (2012). The Effect of Toxic Leadership. Army War Coll Carlisle Barracks PA. Press: USA.
• Ay, F. A., & Keleş, K. (2017). Etkileşimci ve dönüşümcü liderlik tarzlarının işten ayrılma niyeti ve iş performansı üzerinde etkisi. Gümüşhane Üniversitesi Sağlık Bilimleri Dergisi, 6(4), 193-203.
• Bagozzi, R. P., & Yi, Y. (2012). Specification, evaluation, and interpretation of structural equation models. Journal of the academy of marketing science, 40(1), 8-34.
• Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173.
• Barutçugil, İ. (2015). Performans yönetimi. Kariyer Developer.
• Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The leadership quarterly, 10(2), 181-217.
• Bass, B. M., & Stogdill, R. M. (1990). Bass & Stogdill’s handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.
• Başar, U., Sığrı, Ü., & Basım, N. (2016). İş yerinde karanlık liderlik. İş ve İnsan Dergisi, 3(2), 65-76.
• Bateman, T. S., & Snell, S. (2002). Management: Competing in the new era. Irwin Professional Publishing.
• Baumeister, R. F., Bratslavsky, E., Finkenauer, C., & Vohs, K. D. (2001). Bad is stronger than good. Review of general psychology, 5(4), 323-370.
• Benligiray, S. (2004). İnsan Kaynakları Yönetimi. Anadolu Üniversitesi Yayınları.
• Bentz, V. J. (1985). A view from the top: A thirty year perspective of research devoted to the discovery, description, and prediction of executive behavior. In 93rd Annual Convention of the American Psychological Association, Los Angeles. Aktaran Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of general psychology, 9(2), 169-180.
• Borman, W. C., & Motowidlo, S. M. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. Borman (Eds.), Personnel selection in organizations, New York: Jossey- Bass, 1993, s. 71-98.
• Braynion, P. (2004). Power and leadership. Journal of health organization and management, 18(6), 447-463.
• Chen, C. Y., & Li, C. I. (2013). Assessing the spiritual leadership effectiveness: The contribution of follower’s self-concept and preliminary tests for moderation of culture and managerial position. The Leadership Quarterly, 24(1), 240-255.
• Child, D. (2006). The essentials of factor analysis. Continuum, London.
• Civelek, M. (2018). Yapısal eşitlik modellemesi metodolojisi. İstanbul: Beta.
• Cohen, S.G., and Bailey, D.E. (1999). What makes teams work: group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239-90.
• Collins, M., & Jackson, C. (2015). A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership. The Leadership Quarterly, 26, 386–401.
• Conger, J. A. (1990). The dark side of leadership. Organizational dynamics, 19(2), 44-55.
• Coşkun, R., Altunışık, R., Bayraktaroğlu, S., & Yıldırım, E. (2015). Sosyal bilimlerde bilimsel araştırma yöntemleri (8. baskı). Sakarya: Sakarya Yayıncılık.
• Darvishmotevali, M., & Ali, F. (2020). Job insecurity, subjective well-being and job performance: The moderating role of psychological capital. International Journal of Hospitality Management, 87, 102462.
• Day, R. C. (1971). Some effects of combining close, punitive, and supportive styles of supervision. Sociometry, 34(3), 303-327.
• Day, R. C., & Hamblin, R. L. (1964). Some effects of close and punitive styles of supervision. American Journal of Sociology, 69(5), 499-510.
• Delgado, O., Strauss, E. M., & Ortega, M. A. (2015). Micromanagement: When to avoid it and how to use it effectively. American Journal of Health-System Pharmacy, 72(10), 772-776.
• De Vaus, D. A. (2001). Research design in social research. London: Sage.
• Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of applied psychology, 87(4), 611.
• Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
• Ekvall, G. (1996). Organizational climate for creativity and innovation. European journal of work and organizational psychology, 5(1), 105-123.
• Ekvall, G., & Ryhammar, L. (1998). Leadership style, social climate and organizational outcomes: A study of a Swedish University College. Creativity and Innovation Management, 7(3), 126-130.
• Elangovan, A. R., & Xie, J. L. (2000). Effects of perceived power of supervisor on subordinate work attitudes. Leadership and Organization Development Journal, 21, 319–328.
• Erdoğan, İ. (1991). İşletmelerde personel seçimi ve başarı değerleme teknikleri. İstanbul Üniversitesi Yayınları.
• Erickson, A., Shaw, J. B., & Agabe, Z. (2007). An empirical investigation of the antecedents, behaviors, and outcomes of bad leadership. Journal of Leadership Studies, 1(3), 26-43.
• Fırat, İ., & Yeşil, S. (2020). Dönüşümcü liderlik özelliklerinin işletmenin yenilik yeteneği ve performansı üzerindeki etkisi. Beykent Üniversitesi Sosyal Bilimler Dergisi, 13(2), 40-57.
• Folger, J. P., Poole, M. S., & Stutman, R. K. (2013). Çatışma Yönetimi: İnsan İlişkilerinde, Gruplarda ve Örgütlerde Çatışmayı Yönetme Stratejileri. Çev. Ed. Füsun Akkoyun, Nobel Akademik Yayıncılık.
• Frost, P. J. (2003). Emotions in the workplace and the important role of toxin handlers. Ivey Business Journal, 68(2), 1-6.
• Frost, P. J. (2004). Handling Toxic Emotions: New Challenges for Leaders and their Organization. Organizational Dynamics, 33(2), 111-127.
• Gächter, S., Nosenzo, D., Renner, E., & Sefton, M. (2012). Who makes a good leader? Cooperativeness, optimism, and leading‐by‐example. Economic Inquiry, 50(4), 953-967.
• Gellerman, S. W. (1960). The uses of psychology in management. Collier-Macmillan. Aktaran, Ertekin, Y. (1978). Örgüt iklimi. Türkiye Orta Doğu Amme İdaresi Enstitüsü Yayınları.
• George, D. & Mallery, M. (2010). SPSS for Windows Step by Step: A Simple Guide and Refe- rence, 17.0 update (10a ed.). Boston: Pearson.
• Gilliland, S. W. (1994). Effects of procedural and distributive justice on reactions to a selection system. Journal of applied psychology, 79(5), 691.
• Goldman, A. (2006). Personality disorders in leaders: Implications of the DSM IV-TR in assessing dysfunctional organizations. Journal of Managerial Psychology, 21(5), 392-414.
• Griffin, R. W. ve O’Leary-Kelly A.M. (2004). An introduction to the dark side. R.W. Griffin, A.M. O’Leary- Kelly (Eds.). The dark side of organizational behavior. San Francisco: Jossey–Bass.
• Gürbüz, S. (2019). AMOS ile yapısal eşitlik modellemesi. Ankara: Seçkin Yayıncılık.
• Gürbüz, S., & Şahin, F. (2018). Sosyal bilimlerde araştırma yöntemleri: felsefe, yöntem, analiz (5. Basım). Ankara: Seçkin Yayıncılık.
• Hair, J. F., Black, W. C., Babin, B. J. ve Anderson, R. E. (2014). Multivariate data analysis (Pearson new international edition), Seventh Edition. Pearson Education Limited Harlow, Essex.
• Halpin, A. W. (1966). Theory and research in administration. London: The Macmilan Company.
• Harvey, M. G., Buckley, M. R., Heames, J. T., Zinko, R., Brouer, R. L., & Ferris, G. R. (2007). A bully as an archetypal destructive leader. Journal of Leadership & Organizational Studies, 14(2), 117-129.
• Higgs, M. (2009). The good, the bad and the ugly: Leadership and narcissism. Journal of change management, 9(2), 165-178.
• Hmieleski, K. M., & Ensley, M. D. (2007, August). The Effects Of Entrepreneur Abusive Supervision. In Academy of Management Proceedings (Vol. 2007, No. 1, pp. 1-6). Briarcliff Manor, NY 10510: Academy of Management.
• Hogan, J., Hogan, R., & Kaiser, R. B. (2010). Management derailment. APA handbook of industrial and organizational psychology, 3, 555-575.
• Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of general psychology, 9(2), 169- 180.
• Hornstein, H. A. (1996). Brutal bosses and their prey. Riverhead books.
• Hui, C., Law, K. S., & Chen, Z. X. (1999). A structural equation model of the effects of negative affectivity, leader-member exchange, and perceived job mobility on in-role and extra-role performance: A Chinese case. Organizational Behavior And Human Decision Processes, 77(1), 3-21.
• Inyang, B. J. (2013). Exploring the concept of leadership derailment: Defining new research agenda. International Journal of Business and Management, 8(16), 78.
• Işık, M. (2020). Örgüt İklimi ve Liderlik. M. Özgenel (Ed.), Örgüt ve Okul İklimi (ss.55-72). İstanbul: Nobel Yayıncılık.
• Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management science, 28(3), 315-336.
• Kaya, N., Koc, E., & Topcu, D. (2010). An exploratory analysis of the influence of human resource management activities and organizational climate on job satisfaction in Turkish banks. The International Journal of Human Resource Management, 21(11), 2031-2051.
• Kayar. S. (2015). Örgüt ı̇klı̇mı̇ ve örgütsel vatandaşlığın çalışan performansına etkı̇sı̇. Yüksek Lisans Tezi. Beykent Üniversitesi Sosyal Bilimler Enstitüsü, İstanbul.
• Kellermann, B. (2004). Bad leadership: What it is, how it happens, why it matters. Harvard Business Press.
• Kline, R. B. (2016). Principles and practice of structural equation modeling. Guilford publications.
• Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration, and future research agenda. Journal of Management, 39(5), 1308-1338.
• Lipman-Blumen, J. (2005). Toxic leadership: When grand illusions masquerade as noble visions. Leader to Leader, 2005(36), 29.
• Litwin, G. H., & Stringer, R. A. (1968). Motivation and organizational climate.
• Longenecker, C. O., Simonetti, J. L., & Sharkey, T. W. (1999). Why organizations fail: the view from the frontline. Management Decision, 37(6), 503-513.
• Ma, H., Karri, R., & Chittipeddi, K. (2004). The paradox of managerial tyranny. Business Horizons, 47(4), 33-40.
• MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the academy of Marketing Science, 29(2), 115-134.
• McGregor, D. (1960). Theory X and theory Y. Organization theory, 358, 374.
• Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of applied psychology, 92(4), 1159.
• Motowidlo, S. J., Borman, W. C., & Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human performance, 10(2), 71-83.
• O’Moore, M., Seigne, E., McGuire, L., & Smith, M. (1998). Victims of workplace bullying in Ireland. The Irish Journal of Psychology, 19(2-3), 345-357.
• O’neill, O. (2002). A question of trust: The BBC Reith Lectures 2002. Cambridge University Press.
• Öge, E. & Çetin M. (2020). Örgüt İkliminin Boyutları. M. Özgenel (Ed.), Örgüt ve Okul İklimi (ss.15-27). İstanbul: Nobel Yayıncılık.
• Özgenel, M. (2020). Örgüt ve Okul İkliminin Tanımı ve Önemi. M. Özgenel (Ed.), Örgüt ve Okul İklimi (ss.1-14). İstanbul: Nobel Yayıncılık.
• Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194.
• Penney, L. M., & Spector, P. E. (2002). Narcissism and counterproductive work behavior: Do bigger egos mean bigger problems?. International Journal of selection and Assessment, 10(1‐2), 126-134.
• Popper, M. (2001). The dark and bright sides of leadership: Some theoretical and practical implications. Concepts, challenges, and realities of leadership, Academy of Leadership, College Park, MD.
• Schärer, M. (2014). Destruktives Führungsverhalten und die Auswirkungen auf das emotionale Wohlbefinden von Angestellten. Bachelorarbeit. ZHAW Zürcher Hochschule für Angewandte Wissenschaften Angewandte Psychologie, Schweiz
• Schmid, E. A., Pircher Verdorfer, A., & Peus, C. V. (2018). Different shades—different effects? Consequences of different types of destructive leadership. Frontiers in psychology, 9, 1289.
• Schneider, B., Brief, A. P., & Guzzo, R. A. (1996). Creating a climate and culture for sustainable organizational change. Organizational dynamics, 24(4), 7-19.
• Schulte, M., Ostroff, C., & Kinicki, A. J. (2006). Organizational climate systems and psychological climate perceptions: A cross‐level study of climate‐satisfaction relationships. Journal of Occupational and Organizational Psychology, 79(4), 645-671.
• Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.
• Selçuk, S. (2018). Yapıcı ve Yıkıcı lider davranışları ve ar-ge takımlarında öğrenme üzerine etkisi. Doktora Tezi. Gebze Teknik Üniversitesi, İzmit.
• Selçuk, S., & Kitapçı, H. (2018). Effect of constructive leader behaviors on R & D team learning. International Journal of Business Management and Economic Research 9(3), 1304-1313.
• Sezici, E. (2016). İzleyicilerin Yıkıcı Liderlik Algısı ve Sonuçları. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, (47), 106-121.
• Sezici, E., & Güven, Ö. Z. (2017). İstismarcı yönetici algısının kaytarma üzerindeki etkisinde duygusal tükenmenin aracılık rolü: Otel işletmelerinde bir inceleme. Anatolia: Turizm Araştırmaları Dergisi, 28(1), 58-68.
• Shamir, B. (2011). Leadership takes time: Some implications of (not) taking time seriously in leadership research. The Leadership Quarterly, 22(2), 307-315.
• Shaw, J. B., Erickson, A., & Harvey, M. (2011). A method for measuring destructive leadership and identifying types of destructive leaders in organizations. The Leadership Quarterly, 22(4), 575-590.
• Skogstad, A., Aasland, M. S., Nielsen, M. B., Hetland, J., Matthiesen, S. B., & Einarsen, S. (2014). The relative effects of constructive, laissez-faire, and tyrannical leadership on subordinate job satisfaction results from two prospective and representative studies. Zeitschrift Für Psychologie/Journal of Psychology, 222, 221– 232.
• Slattery, C. (2009). The Dark Side of Leadership. Australia, Sydney: Semann & Slattery.
• Şehitoğlu, Y., & Zehir, C. (2010). Türk kamu kuruluşlarında çalışan performansının, çalışan sessizliği ve örgütsel vatandaşlık davranışı bağlamında incelenmesi. Amme İdaresi Dergisi, 43(4), 87-110.
• Şener, Y. (2017). Örgüt ı̇klı̇mı̇nı̇n ı̇ş performansı üzerı̇ndekı̇ etkı̇sı̇nde psı̇kolojı̇k sermayenı̇n ara değı̇şken rolü. Yüksek Lisans Tezi. İstanbul Kültür Üniversitesi Sosyal Bilimler Enstitüsü, İstanbul.
• Tabachnick, B. G., & Fidell, L. S. (2015). Çok değişkenli istatistiklerin kullanımı. Nobel Yayıncılık.
• Tagiuri, R. (1968). The concept of organizational climate. In R. Tagiuri and G. H. Litwin (Eds), Organizational climate. Explorations of a concept (pp. 9-32). Boston: Harvard University.
• Tepper, B. J. (2000). Consequences of abusive supervision. Academy of management journal, 43(2), 178-190.
• Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of management, 33(3), 261-289.
• Thoroughgood, C. N., Sawyer, K. B., Padilla, A., & Lunsford, L. (2018). Destructive leadership: A critique of leader-centric perspectives and toward a more holistic definition. Journal of Business Ethics, 151(3), 627- 649.
• Uslu, O. (2021). Karanlık liderlik tarzları: Kavramsal bir değerlendirme. Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 23 (2), 901-924.
• Vigoda‐Gadot, E. (2007). Leadership style, organizational politics, and employees’ performance: An empirical examination of two competing models. Personnel Review, 36(5), 661-663.
• 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(3), 420-432.
• Walter, F., Lam, C. K., Van Der Vegt, G. S., Huang, X., & Miao, Q. (2015). Abusive supervision and subordinate performance: Instrumentality considerations in the emergence and consequences of abusive supervision. Journal of Applied Psychology, 100(4), 1056.
• Walton, M. (2007). Leadership toxicity–an inevitable affliction of organisations. Organisations and People, 14(1), 19-27.
• Yukl, G. (2018). Örgütlerde liderlik. Çeviren, Çetin, Ş. ve Baltacı, R.), Ankara: Nobel Akademik Yayıncılık, 8.
• Zellars, K. L., Tepper, B. J., & Duffy, M. K. (2002). Abusive supervision and subordinates’ organizational citizenship behavior. Journal of Applied Psychology, 87(6), 1068.