Lider-Üye Etkileşimi ve Örgütsel Sessizlik Arasındaki İlişkide Pozitif Psikolojik Sermayenin Aracı Rolü: Hizmet Sektöründe Bir Araştırma

Year 2020, Volume: 24 Issue: 1, 1 - 20, 15.03.2020

Daimi Koçak , Orhan Çınar

Abstract

Lider ile takipçileri arasındaki etkileşim, tarafların birbirlerine olan tutum ve davranışlarının en önemli belirleyicilerinden birisidir. Yüksek kalitede etkileşim, taraflar arasındaki güçlü iletişimin ve güvenin göstergesidir. Bu araştırma, lider-üye etkileşimi ile örgütsel sessizlik arasındaki ilişkide pozitif psikolojik sermayenin aracı etkisinin olup olmadığını incelemek amacıyla yapılmıştır. Araştırma verileri havacılık alanında faaliyet gösteren bir işletmenin 390 çalışanına yapılan anket sonucunda elde edilmiştir. Araştırma sonucunda lider-üye etkileşimi ve örgütsel sessizlik arasındaki ilişkide pozitif psikolojik sermayenin kısmi aracı etkisinin bulunduğu tespit edilmiştir. Elde edilen araştırma sonuçlarının teorik ve pratik etkileri tartışılarak gelecekte yapılacak çalışmalara ve sektör yöneticilerine önerilerde bulunulmuştur.

Keywords

Lider-üye etkileşimi, örgütsel sessizlik, pozitif psikolojik sermaye, havacılık sektörü

The Mediating Role of Positive Psychological Capital on the Relationship between Leader Member Exchange and Organizational Silence: A Research in Service Sector

Abstract

The interaction between the leader and his/her followers is one of the most important determinants of the attitudes and behaviors of the parties to each other. High quality exchange is a sign of strong communication and trust between the parties. The aim of this study was to investigate whether there is a mediating effect of positive psychological capital in the relationship between leader-member exchange and organizational silence. The research data were obtained from a survey of 390 employees of a company operating in the field of aviation. As a result of the research, it was determined that positive psychological capital had a partial mediating effect on the relationship between leader-member excahnge and organizational silence. The theoretical and practical effects of the research results were discussed and suggestions were made for future studies and sector managers.

Keywords

Leader member exchange, organizational silence

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