-

Öz

Authentic leadership which is developed depending Ethical Leadership Theory, is based on motivating the followers by establishing psychological values such as hope, optimism and trust. This research seeks to find out the effect of managers’ authentic leadership behaviors on employees’ sycophancy tendency. For this purpose, Authentic Leadership Inventory was used in data collection. The study drew its data by convenience sampling method through face to face and ball-drop questionnaires applied to 126 employees of travel agencies in Kuşadası, in February 2013. As a result of multiple regression analysis, it is revealed that the balanced processing and self-awareness that is, sub-dimensions of authentic leadership have negative effect on the perception of the employees about being more successful by buttering up to managers. The findings suggest to travel agency managers that by showing balanced processing and self-awareness behaviors to the employees, the perception of being more successful by buttering up could be prevented and employee trust could be gained as well

Anahtar Kelimeler

• Authentic leadership, Sycophancy, Travel agencies

Seyahat Acentelerinde Otantik Liderliğin Çalışanların Yalakalık Eğilimlerine Etkisi

Öz

Etik liderlik kuramına bağlı olarak geliştirilen otantik liderlik; liderin umut, iyimserlik ve güven gibi pozitif psikolojik değerlere bağlı olarak izleyenlerini motive etmesine dayanmaktadır. Bu çalışmada yöneticilerin otantik liderlik davranışlarının, çalışanların yalakalık eğilimine etkisinin belirlenmesi amaçlanmaktadır. Bu amaçla Otantik Liderlik Envanterinden yararlanılarak bir anket oluşturulmuştur. Anket kolayda örnekleme yöntemi ile Kuşadası’nda bulunan seyahat acentesi çalışanlarına yüz yüze ve bırak-topla anket toplama tekniği kullanılarak 2013 yılının Şubat ayında uygulanmıştır. Araştırmaya 126 seyahat acentesi çalışanı katılmıştır. Yapılan çoklu regresyon analizi sonucunda otantik liderliğin dengeli davranış ve bireysel farkındalık boyutlarının çalışanların yalakalık eğilimlerini negatif olarak etkilediği belirlenmiştir. Bu etkiye bağlı olarak seyahat acentesi yöneticilerine, çalışanların güvenini kazanmaları ve yalakalık yapılarak daha başarılı olunamayacağı algısını yaratmaları için dengeli davranış ve bireysel farkındalık davranışlarını göstermeleri önerilebilir.

ABSTRACT
Authentic leadership which is developed depending Ethical Leadership Theory, is based on motivating the followers by establishing psychological values such as hope, optimism and trust. This research seeks to find out the effect of managers’ authentic leadership behaviors on employees’ sycophancy tendency. For this purpose, Authentic Leadership Inventory was used in data collection. The study drew its data by convenience sampling method through face to face and ball-drop questionnaires applied to 126 employees of travel agencies in Kuşadası, in February 2013. As a result of multiple regression analysis, it is revealed that the balanced processing and self-awareness that is, sub-imensions of authentic leadership have negative effect on the perception of the employees about being more successful by buttering up to managers. The findings suggest to travel agency managers that by showing balanced processing and self-awareness behaviors to the employees, the perception of being more successful
by buttering up could be prevented and employee trust could be gained as well.

Anahtar Kelimeler

• -

Kaynakça

1. Abraham, R. (1999). The Relationship between Differential Inequity, Job Satisfaction, Intention to Turnover, and Self-Esteem, The Journal of Psychology: Interdisciplinary and Applied, 133(2): 205-215.
2. Acar, A. G. (2000). Etik Değerlerin Kurumsallaştırılması Üzerine Bir Araştırma (Yayımlanmamış Yüksek Lisans Tezi), İstanbul: İstanbul Üniversitesi Sosyal Bilimler Enstitüsü.
3. Acar, G. ve Kaya, M. (2012). Okul Yöneticilerinin Etik Liderlik Davranışlarına İlişkin Beden Eğitimi Öğretmenlerinin Görüşleri, Selçuk Üniversitesi Beden Eğitimi ve Spor Bilimleri Dergisi, 14(1): 95-102.
4. Avolio, B. J., Bass, B. M., ve Jung, D. I. (1999). Re-examining the Components of Transformational and Transactional Leadership Using the Multifactor Leadership Questionnaire, Journal of Occupational and Organizational Psychology, 72: 441-462.
5. Avolio, B., Luthans, F. ve Walumbwa, F.O. (2004). Authentic leadership: Theory-Building for Veritable Sustained Performance. Working Paper. Gallup Leadership Institute, University
6. of Nebraska, Lincoln.
7. Avolio, B.J., Gardner, W.L. ve Walumbwa, F.O. (2007). Authentic Leadership Questionnaire.www.mindgarden.com, Erişim tarihi: 10 Aralık 2010.
8. Aydın, İ. P. (2001).Yönetsel, Mesleki ve Örgütsel Etik. 2. Baskı, İstanbul: Pegem Yayıncılık.

9. BayrakKök, S. (2006). İş Tatmini ve Örgütsel Bağlılığın İncelenmesine Yönelik Bir Araştırma, Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 20(1): 291-310.
10. Blau, P. M. (1960). A Theory of Social Integration, The American Journal of Sociology, 65 (6): 545-556.
11. Bingöl, D. (2006). İnsan Kaynakları Yönetimi. 6. Baskı, İstanbul: Arıkan Basım Yayım.
12. Bolat, O. İ., Bolat, T. ve Aytemiz Seymen, O. (2009). Güçlendirici Lider Davranışları ve Örgütsel Vatandaşlık Davranışı Arasındaki İlişkinin Sosyal Mübadele Kuramından Hareketle
13. İncelenmesi, BAÜ Sosyal Bilimler Enstitü Dergisi, 12(21): 215-239.
14. Brown, M. E., Treviño, L. K. ve Harrison, D. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing, Organizational Behavior and Human
15. Decision Processes, 97: 117−134.
16. Burke, W., Trahant, W. ve Koonce, R. (1999). Business ClimateShiftsProfiles of ChangeMakers. Boston, MA: Butterworth Heineman.
17. Çokluk, Ö., Şekercioğlu, G. ve Büyüköztürk, Ş. (2010). Sosyal Bilimler İçin Çok Değişkenli İstatistik SPSS ve Lisrel Uygulamaları. Ankara: Pegem Akademi.
18. Connock, S. ve Johns, T. (1995). Ethical Leadership. Londra: Institute of Personal Development.
19. Costa, P. T. ve McCrea, R. R. (1992). Four Ways Five Factors Are Basic, Personality and Individual Differences, 13: 653-665.
20. Dalton, C. M. (2008). In My Opinion, Business Horizons, 51: 351-361.
21. Erickson, R. J. (1995). Our Society, Our Selves: Becoming Authentic in an Inauthentic World, Advanced Development, 6: 27–39.
22. Gardner , W.L., Avolio, B.J., Luthans, F., May, D.R. ve Walumbwa, F. (2005). Can You SeeThe Real Me? Q A Self-Based Model of Authentic Leader and Follower Development, The Leadership Quarterly, 16: 343-372.
23. Gül, H. (2006). Etik Dışı Davranışlar ve Ussallaştırılması: Devlet Hastanelerinde Bir Uygulama, Karamanoğlu Mehmetbey Üniversitesi Sosyal ve Ekonomik Araştırmalar Dergisi, 9(10): 65-79.
24. Gupta, N., Conroy, S. A. ve Delery, J.E. (2012).The Many Faces of Pay Variation, Human Resource Management, 22: 100-115.
25. Gürbüz, S. (2006). Örgütsel Vatandaşlık Davranışı ile Duygusal Bağlılık Davranışı Arasındaki İlişkilerin Belirlenmesine Yönelik Bir Araştırma, Ekonomik ve Sosyal Araştırmalar Dergisi, 3(1): 48-75.
26. Hair, J. F. Jr., Money, A. H., Samouel, P. ve Page, M. (2007). Research Methods for Business. Chichester, England: John Wiley & Sons Ltd.
27. Harter, J. K., Schmidt, F. L. ve Hayes, T. L. (2002). Business-Unit Level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis, Journal of Applied Psychology, 87(2): 268–279.
28. Harter, S. (2002). Authenticity. İçinde; C. R. Snyder, ve S. Lopez (Editörler) Handbook of Positive Psychology (ss. 382–394). Oxford: Oxford University Press.
29. Homans, G. C. (1958). Social Behavior as Exchange, American Journal of Sociology, 63 (May): 597-606.
30. Ilies, R., Morgeson, F.P., Nahrgang, J.D. (2005). Authentic Leadership and Eudaemonic Well-Being: Understanding Leader-Follower Outcomes, The Leadership Quarterly,16: 373-394.
31. Kernis, M. H. (2003). Toward a Conceptualization of Optimal Self-Esteem, Psychological Inquiry, 14: 1-26.
32. Knoke, D. ve Bohrnstedt, G.W. (1991). Basic Social Statistics. New York: F.E.Peacock Publishers.
33. Lambe, C.J., Wittmann, C.M. ve Spekman, R. E. (2001). Social Exchange Theory and Research on Business-to-Business Relational Exchange, Journal of Business-to-Business Marketing, 8(3): 1-36.
34. Lamberton, L., Minor-Evans, L. (1995). Human Relations: Strategies For Success. Chicago: Irwin Mirror Press.
35. Luthans, F. (2002). Positive Organizational Behavior: Developing and Managing Psychological Strengths, Academy of Management Executive, 16 (1): 57-72.
36. Luthans, F. ve Avolio, B. (2003). Authentic Leadership: A Positive Development Approach. İçinde Positive Organizational Scholarship:Foundation of A New Discipline, K.S. Cameron,
37. J. E. Dutton ve R.E. Quinn (Editörler) (ss.241-261). San Francisco: Berrett-Koehler.
38. Luthans, F., Luthans, K. W., Hodgetts, R. M. ve Luthans, B. C. (2001). Positive Approach to Leadership (PAL): Implications for Today’s Organizations, Journal of Leadership Studies,
39. (2): 3-20.
40. May, D. R., Chan, A. Y. L., Hodges, T. D. ve Avolio, B. J. (2003). Developing the Moral Component of Authentic Leadership, Organizational Dynamics, 32: 247-260.
41. Mayer, D. M., Aquino, K., Greenbaum, R. L. ve Kuenzi, M. (2012). Who Displays Ethical Leadership and Why Does it Matter: An Examination of Antecedents and Consequences
42. of Ethical Leadership, Academy of Management Journal, 55: 151-171.
43. Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M. ve Salvador, R. (2009). How Low Does Ethical Leadership Flow? Test of a Trickle-Down Model, Organizational Behaviorand Human Decision Processes, 108: 1-13.
44. McNatt, B. ve Judge, T.A. (2008). Self-efficacy Intervention, Job Attitudes, and Turnover: A Field Experiment with Employees in Role Transition, Human Relations, 61(6): 783-810.
45. Murphy, P. R., Smith, J. E. ve Daley, J. M. (1992). Executive Attitudes, Organizational Size and Ethical Issues: Perspectives on a Service Industry, Journal of Business Ethics, 11: 11-19.
46. Neider, L.L. ve Schriesheim, C.A. (2011). The Authentic Leadership Inventory (ALI):Development and Empirical Test, The Leadership Quarterly, 22: 1146-1164.
47. Ogbonna, E., ve Harris, L.C. (2000). Leadership Style, Organizational Culture and Performance: Empirical Evidence from UK Companies, International Journal of Human Resource Management, 11(4): 766-788.
48. Rosenthal, S.A. ve Pittinsky, T.L. (2006). Narcissistic Leadership, The Leadership Quarterly, 17: 617-633.
49. Scandura, T. A. ve Williams, E. A. (2004).Mentoring and Transformational Leadership: The Role of Supervisory Career Mentoring, Journal of Vocational Behavior, 65(3): 448-468.
50. Scarpello, V. ve Campbell, J.P. (1983). Job Satisfaction and The Fit Between Individual and Organizational Rewards, Journal of Occupational Psychology, 56:315-328.
51. Sekaran, U. (2002). Research Method for Business. Wiley, John ve Sons, Incorporated.
52. Snyder, M. (1974). Self-Monitoring of Expressive Behavior, Journal of Personality and Social Psychology, 30(4): 526-537.
53. Steyrer, J., Schiffinger, M., ve Lang, R. (2008). Organizational Commitment- A Missing Link Between Leadership Behavior and Organizational Performance?, Scandinavian Journal of Management, 24: 364-374.
54. Tavşancıl, E. (2002). Tutumların Ölçülmesi ve SPSS ile Veri Analizi. Ankara: Nobel Yayın Dağıtım Ltd. Şti.
55. Tims, M., Bakker, A. B. ve Xanthopoulou, D. (2011). Do Transformational Leaders Enhance Their Followers’ Daily Work Engagement, The Leadership Quarterly, 22: 121-131.
56. Turhan, M. (2007). Genel ve Mesleki Lise Yöneticilerinin Etik Liderlik Davranışlarının Okullardaki Sosyal Adalet Üzerindeki Etkisi (Yayımlanmamış Doktora Tezi), Fırat Üniversitesi,
57. Sosyal Bilimler Enstitüsü.
58. Turnley, W. H., ve Bolino, M. C. (2001). Achieving Desired Images Which Avoiding Undesired Images: Exploring the Role of Self-Monitoring in Impression Management, Journal of Applied Psychology, 86: 351-360.
59. Türk Dil Kurumu, http://www.tdk.gov.tr, Erişim tarihi: 10 Eylül 2013.
60. Türkiye Seyahat Acentaları Birliği, http://www.tursab.org.tr, Erişim tarihi: 1 Şubat 2013.
61. Umay, A. (1993). Matematik Problemleri Çözmede Bazı Kişilik Özelliklerinin Etkisi, Eğitim ve Bilim, 87: 60-66.
62. Vallen, G. ve Casado, M. (2000). Ethical Principles for the Hospitality Curriculum, Cornell Hotel and Restaurant Administrations Quarterly, Nisan: 44-51.
63. Walumbwa, F. O. ve Schaubroeck, J. (2009). Leader Personality Traits and Employee Voice Behavior: Mediating Roles of Ethical Leadership and Work Group Psychological Safety, Journal of Applied Psychology, 94(5): 1275-1286.
64. Walumbwa, F.O., Morrison, E.W. ve Christensen, A.L. (2012). The Effect of Ethical Leadership on Group Performance: The Mediating Role of Group Conscientiousness and Group Voice, Leadership Quarterly, 23: 953-964.
65. Wang, H., Tsui, A. S. ve Xin, K.R. (2011). CEO Leadership Behaviors Organizational Performance, and Employees’ Attitudes, The Leadership Quarterly, 22: 92–105.
66. Wong, S.C.K. (1998). StaffJob-Related Ethics of Hotel Employees in Hong Kong, International Journal of Contemporary Hospitality Management, 10(3): 107-115.
67. Yammarino, F.J., Dionne, S.D., Schriesheim, C.A. ve Dansereau, F. (2008). Authentic Leadership and Positive Organizational Behavior: A Meso, Multi-Level Perspective, The Leadership Quarterly, 19: 693-707.
68. Yeung, S. (2004). Hospitality Ethics Curriculum: An Industry Perspective, International Journal of Contemporary Hospitality Management, 16(4): 253-262.