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ÇOK BOYUTLU LİDER-İZLEYİCİ ETKİLEŞİMİNDE KİŞİLİK ÖZELLİKLERİNİN VE GÜÇ KAYNAKLARININ ROLÜ

Yıl 2011, Cilt: 25 Sayı: 1, 127 - 152, 08.07.2011

Öz

Bu çalışmada lider-izleyici etkileşimi çok boyutlu bir yaklaşımla
incelenirken, kişilik özellikleri ve güç kaynakları ile lider-izleyici etkileşimi
boyutları (duygulanım, sadakat, katkı ve profesyonel saygı) arasındaki ilişkiler
araştırılmıştır. Bu kapsamda, 284 üniversite öğrencisi üzerinde bir araştırma
yapılmıştır. Araştırma sonuçlarına göre, uyumluluk kişilik özelliğinin tek başına
lider-izleyici etkileşiminin bütün boyutlarıyla ilişkili olduğu bulunmuştur.
Ancak, kişilik özellikleri güç kaynakları ile birlikte ele alındığında güç
kaynaklarının daha etkili değişkenler olduğu belirlenmiştir. Özellikle, bireysel
güç kaynaklarından olan karizmatik ve uzman gücü ile lider-izleyici
etkileşimimin bütün boyutları arasında anlamlı ve pozitif ilişkiler tespit
edilmiştir.

Kaynakça

  • Aryee, S., Chen, Z.X. (2006), “Leader-member exchange in a Chinese context: Antecedents, The Mediating Role of Psychological Empowerment and Outcomes”, Journal of Business Research, 59, ss.793-801.
  • Bernerth, J.B., Armenakis, A.A., Feild H.S., Giles, W.F., Walker, H.J. (2007), “Is Personality Associated with Perceptions of LMX? An Empirical Study”, Leadership & Organization Development Journal, Vol.28, I.7, ss.613-631.
  • Bernerth, J.B., Armenakis, A.A., Feild, H.S., Giles, W.F., Walker, H.J. (2008), “The Influence of Personality Differences Between Subordinates and Supervisors on Perceptions of LMX: An Empirical Investigation”, Group Organization Management, 33, ss. 216.
  • Bolino, M.C., Turnley, W.H. (2009), “Relative Deprivation among Employees in Lower-quality Leader-Member Exchange Relationships”, Leadership Quarterly, 20, ss. 276-286.
  • Cogliser C.C., Schriesheim, C.A. (2000), “Exploring Work Unit Context and Leader-Member Exchange: A Multi-Level Perspective”, Journal of Organizational Behavior, 21, ss.487-511.
  • Cogliser, C.C., Schriesheim, C.A., Scandura, T.A., Gardner, W.L., (2009), “Balance in Leader and Follower Perceptions of Leader–Member Exchange: Relationships with Performance and Work Attitudes”, The Leadership Quarterly, 20, 452–465.
  • Dansereau, F., Graen, G., Haga, W. (1975), “A Vertical Dyad Approach to Leadership within Formal Organizations”, Organizational Behavior and Human Performance, Vol.13, ss. 46-78.
  • de Hoogh, A.H.B., Den Hartog, DN., Koopman, P.L. (2005), “Linking the Big Five-Factors of Personality to Charismatic and Transactional Leadership; Perceived Dynamic Work Environment as a Moderator”, Journal of Organizational Behavior, 26, 839-865
  • Dienesch, R.M., Liden, R.C. (1986), “Leader-Member Exchange Model of Leadership: A Critique and Further Development”, Academy of Management Review, 11, ss.618-634.
  • Dockery, T.M., Steiner, D.D. (1990), “The Role of the Initial Interaction in Leader-Member Exchange”, Group & Organization Studies, 15(4), ss. 395.
  • Dunegan, K.J., Uhl-Bien, M., Duchon, D. (2002), “LMX and Subordinate Performance: The Moderating, Effects of Task Characteristics”, Journal of Business Psychology, Vol.17, No.2, ss.275-285.
  • Dvir, T., Shamir, B. (2003), “Follower Developmental Characteristics as Predicting Transformational Leadership: A Longitudinal Field Study”, Leadership Quarterly, 14, ss.327-344.
  • Elangovan A.R., Xie J.L. (2000), “Effects of Perceived Power of Supervisor on Subordinate Work Attitudes”, Leadership & Organization Development Journal, Vol.21, I.6, ss.319-323.
  • Epitropaki, O., Martin, R. (1999), “The Impact of Relational Demography on the Quality of Leader-Member Exchanges and Employees’ Work Attitudes and Well-Being”, Journal of Occupational and Organizational Psychology, 72, 237-240.
  • French, J., Raven, B.H., (1959), The Bases of Social Power. D. Cartwright, (Der.). Studies in Social Power. Ann Arbor:Institute for Social Research, Michigan, ss.150-167.
  • Gerstner, C.R., Day, D.V. (1997), “Meta-Analytic Review of Leader–Member Exchange Theory: Correlates and Construct Issues”, Journal of Applied Psychology, Vol. 82, I.6, ss. 827-844.
  • Graen, S.G., Anderson, S.E., Shivers, S.L. (1996), “An Examination Of Organizational Constraints On Leader-Member Exchange,” Organizational Behavior and Human Decision Processes, 66, ss. 203214.
  • Graen, G. B., Novak, M., Sommerkamp, P. (1982), “The Effects of Leader Member Exchange and Job Design on Productivity and Job Satisfaction: Testing a Dual Attachment Model”, Organizational Behavior and Human Performance, 30, 109-131.
  • Graen, G.B., Uhl-Bien, M. (1995), “Relationship-based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying A Multi-Level MultiDomain Perspective”, Leadership Quarterly, 6, 219-247.
  • Green, S.G., Anderson, S.E., Shivers, S.L. (1996), “Demographic and Organizational Influences on Leader-Member Exchange and Related Work Attitudes”, Organizational Behavior and Human Decision Processes, 66(2), ss.203-214
  • Greguras, G.J., Ford, J.M. (2006), “An Examination of the Multidimensionality of Supervisor and Subordinate Perceptions of Leader–Member Exchange”, Journal of Occupational and Organizational Psychology, 79, 433–465.
  • Goodwin, V.L., Bowler M., Whittington, J.L. (2009), “A Social Network Perspective on LMX Relationships: Accounting for the Instrumental Value of Leader and Follower Networks”, Journal of Management, 35, ss.955.
  • Goldberg, L.R. (1999), “A Broad-Bandwidth, Public Domain, Personality Inventory Measuring the Lower-Level Facets of Several Five-Factor Models”, I. Mervielde, I. Deary, F. de Fruyt, & F.Ostendorf (Der.), Personality Psychology in Europe, The Netherlands, Tilburg University Press, V.7, ss. 7-28.
  • Goldberg, L.R., Johnson, J.A., Eber, H.W., Hogan, R., Ashton, M.C., Cloninger, C.R., Gough, H.C. (2006), “The International Personality Item Pool and the Future of Public-Domain Personality Measures”, Journal of Research in Personality, 40, ss.84-96.
  • Harris, K.J., Harris, R.B., Eplion, D.M. (2007), “Personality, Leader-Member Exchanges, and Work Outcomes”, Journal of Behavioral and Applied Management, January, ss.92-107.
  • Harris, K.J., Wheeler, A.R. Kacmar, K.M., (2009), “Leader–member Exchange and Empowerment: Direct and İnteractive Effects on Job Satisfaction, Turnover İntentions, and Performance”, The Leadership Quarterly, Vol.20, I.3, ss. 371-382.
  • Hautala, T. (2005), “The Effects of Subordinates' Personality on Appraisals of Transformational Leadership”, Journal of Leadership and Organizational Studies, 11, ss.84-92
  • Hetland, H., Sandal, G.M., Johnsen, T.B. (2008), “Followers’ Personality and Leadership”, Journal of Leadership & Organizational Studies, Vol.14, No.4, ss. 322-331.
  • Hinkin, T.R., Schriesheim, C.A. (1989), “Development and Application of New Scales to Measure the French and Raven (1959) Bases of Social Power, Journal of Applied Psychology, 74, ss. 561-567.
  • Hinkin, T.R., Schriesheim, C.A. (1994), “An Examination of Subordinate Perceived Relationships Between Leader Reward and Punishment Behavior and Leader Bases of Power”, Human Relations, 47(7), ss. 779-800.
  • Howell, J.M., Hall-Merenda, K. (1999), “The Ties that Bind: The Impact of Leader-Member Exchange, Transformational and Transactional Leadership, and Distance on Predicting Follower Performance”, Journal of Applied Psychology, Vol. 84, ss. 680-94.
  • Jeremy B.B., Achilles A.A., Hubert S.F., William F.G., Walker, H. J. (2008), “The Influence of Personality Differences Between Subordinates and Supervisors on Perceptions of LMX: An Empirical Investigation”, Group & Organization Management, Vol.33, No.2, ss.216-240.
  • Judge, T. A., Bono, J. E. (2000), “Five-Factor Model of Personality and Transformational Leadership”, Journal of Applied Psychology, 85, ss.751–765.
  • Judge, T.A., Bono, J.E., Hies, R., Werner, M.W. (2002). “Personality and Leadership: A Qualitative and Quantitative Review”, Journal of Applied Psychology, 87, ss. 765-780.
  • Kamdar, D., Dyne, L. (2007), “The Joint Effects of Personality and Workplace Social Exchange Relationships in Predicting Task Performance and Citizenship Performance”, Journal of Applied Psychology, 92(5), 1286-1298.
  • Kang, D., Stewart, J. (2007), “Leader-Member Exchange (LMX) Theory of Leadership and HRD Development of Units of Theory and Laws of Interaction”, Leadership & Organization Development Journal, Vol. 28, No. 6, ss. 531-551.
  • Kichuk, S.L., Wiesner, W.H. (1997), “The Big Five Personality Factors and Team Performance: Implications for Selecting Successful Product Design Teams”, Journal of Engineering and Technology Management, Vol. 14, ss. 195-221.
  • Kinicki, A.J., Vecchio, R.P. (1994), “Influences on the Quality of Supervisor Subordinate Relations: The Role of Time-pressure, Organizational Commitment, and Locus of Control,” Journal of Organizational Behavior, 15, ss. 75-82.
  • Krishnan, V.R. (2005), “Leader-Member Exchange, Transformational Leadership, and Value System”, Electronic Journal of Business Ethics and Organization Studies, Vol. 10, No. 1, ss.14-21
  • Kristof-Brown, A. Barrick, M.R., Franke, M. (2002), “Applicant Impression Management: Dispositional Influences and Consequences for Recruiter Perceptions of Fit and Similarity”, Journal of Management, 28; ss.27-46.
  • Liden, R., Wayne, S.J., Stilwell, D. (1993), “A Longitudinal Study on the Early Development of Leader-Member Exchanges”, Journal of Applied Psychology, 78, ss. 662-674.
  • Liden, R. C., Sparrowe, R. T., Wayne, S. J. (1997), “Leader-Member Exchange Theory: The Past and Potential for the Future”, G.R. Ferris (Der.), Research in Personal and Human Resources Management, Greenwich, CT: JAI Press Inc., Vol. 15, ss. 47-119.
  • Liden, R.C., Maslyn, J.M., (1998), “Multidimensionality of Leader–Member Exchange: An Empirical Assessment Through Scale Development”, Journal of Management, 24 (1), ss.43-72.
  • Martin, R., Thomas, G., Charles, K., Epitropaki, O., McNamara, R. (2005), “The Role of Leader-Member Exchanges in Mediating the Relationship between Locus of Control and Work Reactions”, Journal of Occupational and Organizational Psychology, 78, ss.141-147.
  • Mount, M.K., Barrick, M.R., Stewart, G.L. (1998), “Five-factor Model of Personality and Performance in Jobs Involving Interpersonal Interactions”, Human Performance, Vol. 11, ss. 145-165.
  • Nahrgang, J.D., Morgeson, F.P., Ilies, R. (2009), “The Development of Leader Member Exchanges: Exploring How Personality and Performance Influence Leader and Member Relationships over Time”, Organizational Behavior and Human Decision Processes, 108, ss.256-266.
  • Northouese, P.G. (2001), Leadership: Theory and Practice, Thousand Oaks: Sage Pubications Inc.
  • Palich, L.E., Hom, P.W. (1992), “The Impact of Leader Power and Behavior on Leadership Perceptions: A Lisrel Test of an Expanded Categorization Theory of Leadership Model”, Group Organization Management,17, ss. 279-296.
  • Phillips, A.S., Bedian, A.G. (1994), “Leader-Follower Exchange Quality: The Role of Personal and Interpersonal Attributes”, Academy of Management Journal, Vol.37, No.4, ss. 990-1001.
  • Rahim, M.A. (1989), “Relationships of Leader Power to Compliance and Satisfaction with Supervision: Evidence from a National Sample of Managers”, Journal of Management, 15, 4, ss. 545-556.
  • Rahim, M.A., Khan, A.A., Uddin, S.J. (1994), “Leader Power and Subordinates' Organizational Commitment and Effectiveness: Test of a Theory in a Developing Country”, The International Executive, Vol. 36(3), ss. 327-341.
  • Rahim, M.A., Magner, N. (1996), “Confirmatory Factor Analysis of the Bases of Leader Power: First-Order Factor Model and its Invariance Across Groups”, Multivariate Behavioral Research, 31, ss. 495-516.
  • Schriesheim, C.A., Neider, L.L., Scandura, T. (1998), “Delegation and Leader Member Exchange: Main Effects, Moderators, and Measurement Issues”, Academy of Management Journal, 41, ss.298-318.
  • Schriesheim, C.A., Castro, S.L., Cogliser, C.C. (1999), “Leader-Member Exchange (LMX) Research: A Comprehensive Review Of Theory, Measurement, and Data Analytic Practices”, Leadership Quarterly, 10, ss. 63-114.
  • Sekeran, U. (1992), Research Methods for Business. A Skill-Building Approach, Second Edition: John Wiley and Sons, Inc. England .
  • Smith, M.A., Canger, J.M. (2004), “Effects of Supervisor Big Five Personality on Subordinate Attitudes”, Journal of Business and Psychology, Vol.18, No.4, ss.465-481.
  • Smither, J.W., London, M., Richmond. K.R. (2005), The Relationship Between Leaders’ Personality and Their Reactions to and Use of Multisource Feedback: A Longitudinal Study, Group Organization Management, 30, 2, ss.181-210.
  • Sogunro, O.A. (1998), “Leadership Effectiveness and Personality Characteristics of Group Members”, The Journal of Leadership Studies, Vol. 5, No.3, ss.26-32.
  • Sparrowe, R.T., Liden, R.C. (1997), “Process and Structure in Leader-Member Exchange”, Academy of Management Review, 22, ss.522-552.
  • Shukla, R.K. (1982), “Influence of Power Bases in Organizational Decision Making: A Contingent Model”, Decision Sciences, 13, ss. 450-470.
  • Uhl-Bien, M., Maslyn, J. M. (2003), “Reciprocity in Manager-Subordinate Relationships: Components, Configurations, and Outcomes”, Journal of Management, 29, ss.511–532.
  • Vecchio, R. P. (1982), “A Further Test of Leadership Effects Due to Between Group and Within-Group Variation”, Journal of Applied Psychology, 67, ss.200–208.
  • Vecchio, R.P., Norris, W.R. (1996), “Predicting Employee Turnover from Performance, Satisfaction, and Leader-Member Exchange”, Journal of Business and Psychology, 11, ss.118-125.
  • Wayne, S.J. and Green, S.A. (1993), “The effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior”, Human Relations, 46 (12), ss. 1431-1440.
  • 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, ss. 82-111.
  • Wayne, S.J., Liden, R.C., Kraimer, M.I., Graf, I.K. (1999), “The Role of Human Capital, Motivation and Supervisor Sponsorship in Predicting Career Success”, Journal of Organizational Behavior, 20, ss. 577-595.
  • Yukl, G., Fable, C.M. (1990), “Influence Tactics and Objectives in Upward, Downward and Lateral Influence Attempts”, Journal of Applied Psychology, Vol.75, No.2, ss. 132-140.
Yıl 2011, Cilt: 25 Sayı: 1, 127 - 152, 08.07.2011

Öz

Kaynakça

  • Aryee, S., Chen, Z.X. (2006), “Leader-member exchange in a Chinese context: Antecedents, The Mediating Role of Psychological Empowerment and Outcomes”, Journal of Business Research, 59, ss.793-801.
  • Bernerth, J.B., Armenakis, A.A., Feild H.S., Giles, W.F., Walker, H.J. (2007), “Is Personality Associated with Perceptions of LMX? An Empirical Study”, Leadership & Organization Development Journal, Vol.28, I.7, ss.613-631.
  • Bernerth, J.B., Armenakis, A.A., Feild, H.S., Giles, W.F., Walker, H.J. (2008), “The Influence of Personality Differences Between Subordinates and Supervisors on Perceptions of LMX: An Empirical Investigation”, Group Organization Management, 33, ss. 216.
  • Bolino, M.C., Turnley, W.H. (2009), “Relative Deprivation among Employees in Lower-quality Leader-Member Exchange Relationships”, Leadership Quarterly, 20, ss. 276-286.
  • Cogliser C.C., Schriesheim, C.A. (2000), “Exploring Work Unit Context and Leader-Member Exchange: A Multi-Level Perspective”, Journal of Organizational Behavior, 21, ss.487-511.
  • Cogliser, C.C., Schriesheim, C.A., Scandura, T.A., Gardner, W.L., (2009), “Balance in Leader and Follower Perceptions of Leader–Member Exchange: Relationships with Performance and Work Attitudes”, The Leadership Quarterly, 20, 452–465.
  • Dansereau, F., Graen, G., Haga, W. (1975), “A Vertical Dyad Approach to Leadership within Formal Organizations”, Organizational Behavior and Human Performance, Vol.13, ss. 46-78.
  • de Hoogh, A.H.B., Den Hartog, DN., Koopman, P.L. (2005), “Linking the Big Five-Factors of Personality to Charismatic and Transactional Leadership; Perceived Dynamic Work Environment as a Moderator”, Journal of Organizational Behavior, 26, 839-865
  • Dienesch, R.M., Liden, R.C. (1986), “Leader-Member Exchange Model of Leadership: A Critique and Further Development”, Academy of Management Review, 11, ss.618-634.
  • Dockery, T.M., Steiner, D.D. (1990), “The Role of the Initial Interaction in Leader-Member Exchange”, Group & Organization Studies, 15(4), ss. 395.
  • Dunegan, K.J., Uhl-Bien, M., Duchon, D. (2002), “LMX and Subordinate Performance: The Moderating, Effects of Task Characteristics”, Journal of Business Psychology, Vol.17, No.2, ss.275-285.
  • Dvir, T., Shamir, B. (2003), “Follower Developmental Characteristics as Predicting Transformational Leadership: A Longitudinal Field Study”, Leadership Quarterly, 14, ss.327-344.
  • Elangovan A.R., Xie J.L. (2000), “Effects of Perceived Power of Supervisor on Subordinate Work Attitudes”, Leadership & Organization Development Journal, Vol.21, I.6, ss.319-323.
  • Epitropaki, O., Martin, R. (1999), “The Impact of Relational Demography on the Quality of Leader-Member Exchanges and Employees’ Work Attitudes and Well-Being”, Journal of Occupational and Organizational Psychology, 72, 237-240.
  • French, J., Raven, B.H., (1959), The Bases of Social Power. D. Cartwright, (Der.). Studies in Social Power. Ann Arbor:Institute for Social Research, Michigan, ss.150-167.
  • Gerstner, C.R., Day, D.V. (1997), “Meta-Analytic Review of Leader–Member Exchange Theory: Correlates and Construct Issues”, Journal of Applied Psychology, Vol. 82, I.6, ss. 827-844.
  • Graen, S.G., Anderson, S.E., Shivers, S.L. (1996), “An Examination Of Organizational Constraints On Leader-Member Exchange,” Organizational Behavior and Human Decision Processes, 66, ss. 203214.
  • Graen, G. B., Novak, M., Sommerkamp, P. (1982), “The Effects of Leader Member Exchange and Job Design on Productivity and Job Satisfaction: Testing a Dual Attachment Model”, Organizational Behavior and Human Performance, 30, 109-131.
  • Graen, G.B., Uhl-Bien, M. (1995), “Relationship-based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying A Multi-Level MultiDomain Perspective”, Leadership Quarterly, 6, 219-247.
  • Green, S.G., Anderson, S.E., Shivers, S.L. (1996), “Demographic and Organizational Influences on Leader-Member Exchange and Related Work Attitudes”, Organizational Behavior and Human Decision Processes, 66(2), ss.203-214
  • Greguras, G.J., Ford, J.M. (2006), “An Examination of the Multidimensionality of Supervisor and Subordinate Perceptions of Leader–Member Exchange”, Journal of Occupational and Organizational Psychology, 79, 433–465.
  • Goodwin, V.L., Bowler M., Whittington, J.L. (2009), “A Social Network Perspective on LMX Relationships: Accounting for the Instrumental Value of Leader and Follower Networks”, Journal of Management, 35, ss.955.
  • Goldberg, L.R. (1999), “A Broad-Bandwidth, Public Domain, Personality Inventory Measuring the Lower-Level Facets of Several Five-Factor Models”, I. Mervielde, I. Deary, F. de Fruyt, & F.Ostendorf (Der.), Personality Psychology in Europe, The Netherlands, Tilburg University Press, V.7, ss. 7-28.
  • Goldberg, L.R., Johnson, J.A., Eber, H.W., Hogan, R., Ashton, M.C., Cloninger, C.R., Gough, H.C. (2006), “The International Personality Item Pool and the Future of Public-Domain Personality Measures”, Journal of Research in Personality, 40, ss.84-96.
  • Harris, K.J., Harris, R.B., Eplion, D.M. (2007), “Personality, Leader-Member Exchanges, and Work Outcomes”, Journal of Behavioral and Applied Management, January, ss.92-107.
  • Harris, K.J., Wheeler, A.R. Kacmar, K.M., (2009), “Leader–member Exchange and Empowerment: Direct and İnteractive Effects on Job Satisfaction, Turnover İntentions, and Performance”, The Leadership Quarterly, Vol.20, I.3, ss. 371-382.
  • Hautala, T. (2005), “The Effects of Subordinates' Personality on Appraisals of Transformational Leadership”, Journal of Leadership and Organizational Studies, 11, ss.84-92
  • Hetland, H., Sandal, G.M., Johnsen, T.B. (2008), “Followers’ Personality and Leadership”, Journal of Leadership & Organizational Studies, Vol.14, No.4, ss. 322-331.
  • Hinkin, T.R., Schriesheim, C.A. (1989), “Development and Application of New Scales to Measure the French and Raven (1959) Bases of Social Power, Journal of Applied Psychology, 74, ss. 561-567.
  • Hinkin, T.R., Schriesheim, C.A. (1994), “An Examination of Subordinate Perceived Relationships Between Leader Reward and Punishment Behavior and Leader Bases of Power”, Human Relations, 47(7), ss. 779-800.
  • Howell, J.M., Hall-Merenda, K. (1999), “The Ties that Bind: The Impact of Leader-Member Exchange, Transformational and Transactional Leadership, and Distance on Predicting Follower Performance”, Journal of Applied Psychology, Vol. 84, ss. 680-94.
  • Jeremy B.B., Achilles A.A., Hubert S.F., William F.G., Walker, H. J. (2008), “The Influence of Personality Differences Between Subordinates and Supervisors on Perceptions of LMX: An Empirical Investigation”, Group & Organization Management, Vol.33, No.2, ss.216-240.
  • Judge, T. A., Bono, J. E. (2000), “Five-Factor Model of Personality and Transformational Leadership”, Journal of Applied Psychology, 85, ss.751–765.
  • Judge, T.A., Bono, J.E., Hies, R., Werner, M.W. (2002). “Personality and Leadership: A Qualitative and Quantitative Review”, Journal of Applied Psychology, 87, ss. 765-780.
  • Kamdar, D., Dyne, L. (2007), “The Joint Effects of Personality and Workplace Social Exchange Relationships in Predicting Task Performance and Citizenship Performance”, Journal of Applied Psychology, 92(5), 1286-1298.
  • Kang, D., Stewart, J. (2007), “Leader-Member Exchange (LMX) Theory of Leadership and HRD Development of Units of Theory and Laws of Interaction”, Leadership & Organization Development Journal, Vol. 28, No. 6, ss. 531-551.
  • Kichuk, S.L., Wiesner, W.H. (1997), “The Big Five Personality Factors and Team Performance: Implications for Selecting Successful Product Design Teams”, Journal of Engineering and Technology Management, Vol. 14, ss. 195-221.
  • Kinicki, A.J., Vecchio, R.P. (1994), “Influences on the Quality of Supervisor Subordinate Relations: The Role of Time-pressure, Organizational Commitment, and Locus of Control,” Journal of Organizational Behavior, 15, ss. 75-82.
  • Krishnan, V.R. (2005), “Leader-Member Exchange, Transformational Leadership, and Value System”, Electronic Journal of Business Ethics and Organization Studies, Vol. 10, No. 1, ss.14-21
  • Kristof-Brown, A. Barrick, M.R., Franke, M. (2002), “Applicant Impression Management: Dispositional Influences and Consequences for Recruiter Perceptions of Fit and Similarity”, Journal of Management, 28; ss.27-46.
  • Liden, R., Wayne, S.J., Stilwell, D. (1993), “A Longitudinal Study on the Early Development of Leader-Member Exchanges”, Journal of Applied Psychology, 78, ss. 662-674.
  • Liden, R. C., Sparrowe, R. T., Wayne, S. J. (1997), “Leader-Member Exchange Theory: The Past and Potential for the Future”, G.R. Ferris (Der.), Research in Personal and Human Resources Management, Greenwich, CT: JAI Press Inc., Vol. 15, ss. 47-119.
  • Liden, R.C., Maslyn, J.M., (1998), “Multidimensionality of Leader–Member Exchange: An Empirical Assessment Through Scale Development”, Journal of Management, 24 (1), ss.43-72.
  • Martin, R., Thomas, G., Charles, K., Epitropaki, O., McNamara, R. (2005), “The Role of Leader-Member Exchanges in Mediating the Relationship between Locus of Control and Work Reactions”, Journal of Occupational and Organizational Psychology, 78, ss.141-147.
  • Mount, M.K., Barrick, M.R., Stewart, G.L. (1998), “Five-factor Model of Personality and Performance in Jobs Involving Interpersonal Interactions”, Human Performance, Vol. 11, ss. 145-165.
  • Nahrgang, J.D., Morgeson, F.P., Ilies, R. (2009), “The Development of Leader Member Exchanges: Exploring How Personality and Performance Influence Leader and Member Relationships over Time”, Organizational Behavior and Human Decision Processes, 108, ss.256-266.
  • Northouese, P.G. (2001), Leadership: Theory and Practice, Thousand Oaks: Sage Pubications Inc.
  • Palich, L.E., Hom, P.W. (1992), “The Impact of Leader Power and Behavior on Leadership Perceptions: A Lisrel Test of an Expanded Categorization Theory of Leadership Model”, Group Organization Management,17, ss. 279-296.
  • Phillips, A.S., Bedian, A.G. (1994), “Leader-Follower Exchange Quality: The Role of Personal and Interpersonal Attributes”, Academy of Management Journal, Vol.37, No.4, ss. 990-1001.
  • Rahim, M.A. (1989), “Relationships of Leader Power to Compliance and Satisfaction with Supervision: Evidence from a National Sample of Managers”, Journal of Management, 15, 4, ss. 545-556.
  • Rahim, M.A., Khan, A.A., Uddin, S.J. (1994), “Leader Power and Subordinates' Organizational Commitment and Effectiveness: Test of a Theory in a Developing Country”, The International Executive, Vol. 36(3), ss. 327-341.
  • Rahim, M.A., Magner, N. (1996), “Confirmatory Factor Analysis of the Bases of Leader Power: First-Order Factor Model and its Invariance Across Groups”, Multivariate Behavioral Research, 31, ss. 495-516.
  • Schriesheim, C.A., Neider, L.L., Scandura, T. (1998), “Delegation and Leader Member Exchange: Main Effects, Moderators, and Measurement Issues”, Academy of Management Journal, 41, ss.298-318.
  • Schriesheim, C.A., Castro, S.L., Cogliser, C.C. (1999), “Leader-Member Exchange (LMX) Research: A Comprehensive Review Of Theory, Measurement, and Data Analytic Practices”, Leadership Quarterly, 10, ss. 63-114.
  • Sekeran, U. (1992), Research Methods for Business. A Skill-Building Approach, Second Edition: John Wiley and Sons, Inc. England .
  • Smith, M.A., Canger, J.M. (2004), “Effects of Supervisor Big Five Personality on Subordinate Attitudes”, Journal of Business and Psychology, Vol.18, No.4, ss.465-481.
  • Smither, J.W., London, M., Richmond. K.R. (2005), The Relationship Between Leaders’ Personality and Their Reactions to and Use of Multisource Feedback: A Longitudinal Study, Group Organization Management, 30, 2, ss.181-210.
  • Sogunro, O.A. (1998), “Leadership Effectiveness and Personality Characteristics of Group Members”, The Journal of Leadership Studies, Vol. 5, No.3, ss.26-32.
  • Sparrowe, R.T., Liden, R.C. (1997), “Process and Structure in Leader-Member Exchange”, Academy of Management Review, 22, ss.522-552.
  • Shukla, R.K. (1982), “Influence of Power Bases in Organizational Decision Making: A Contingent Model”, Decision Sciences, 13, ss. 450-470.
  • Uhl-Bien, M., Maslyn, J. M. (2003), “Reciprocity in Manager-Subordinate Relationships: Components, Configurations, and Outcomes”, Journal of Management, 29, ss.511–532.
  • Vecchio, R. P. (1982), “A Further Test of Leadership Effects Due to Between Group and Within-Group Variation”, Journal of Applied Psychology, 67, ss.200–208.
  • Vecchio, R.P., Norris, W.R. (1996), “Predicting Employee Turnover from Performance, Satisfaction, and Leader-Member Exchange”, Journal of Business and Psychology, 11, ss.118-125.
  • Wayne, S.J. and Green, S.A. (1993), “The effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior”, Human Relations, 46 (12), ss. 1431-1440.
  • 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, ss. 82-111.
  • Wayne, S.J., Liden, R.C., Kraimer, M.I., Graf, I.K. (1999), “The Role of Human Capital, Motivation and Supervisor Sponsorship in Predicting Career Success”, Journal of Organizational Behavior, 20, ss. 577-595.
  • Yukl, G., Fable, C.M. (1990), “Influence Tactics and Objectives in Upward, Downward and Lateral Influence Attempts”, Journal of Applied Psychology, Vol.75, No.2, ss. 132-140.
Toplam 67 adet kaynakça vardır.

Ayrıntılar

Birincil Dil tr;en
Bölüm Makaleler
Yazarlar

Ahmet Erkuş Bu kişi benim

Yayımlanma Tarihi 8 Temmuz 2011
Yayımlandığı Sayı Yıl 2011 Cilt: 25 Sayı: 1

Kaynak Göster

APA Erkuş, A. (2011). ÇOK BOYUTLU LİDER-İZLEYİCİ ETKİLEŞİMİNDE KİŞİLİK ÖZELLİKLERİNİN VE GÜÇ KAYNAKLARININ ROLÜ. Atatürk Üniversitesi İktisadi Ve İdari Bilimler Dergisi, 25(1), 127-152.

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