Araştırma Makalesi
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Etik Liderlik, Politik Beceri ve Güç Mesafesi Yöneliminin Çalışan Sesliliğine Etkisi

Yıl 2020, Cilt: 24 Sayı: Özel Sayı, 37 - 56, 31.12.2020

Öz

Bu çalışmanın amacı çalışanın etik liderlik algısının, politik beceri düzeyinin ve güç mesafesi yöneliminin seslilik davranışına etkisini incelemektedir. Söz konusu değişkenler arasındaki ilişkilerden hareketle araştırma modeli oluşturulmuş ve hipotezler geliştirilmiştir. Çalışmanın alan araştırması kısmında Erzurum ilinde biri özel sektörden, biri kamudan olmak üzere iki işletmeden toplam 228 çalışandan anket tekniğiyle veri toplanmıştır. Toplanan veriler IBM SPSS 25 programı ile analiz edilmiş ve hipotezler test edilmiştir. Yapılan analizler sonucu çalışanın etik liderlik algısının ve politik beceri düzeyinin seslilik davranışı sergilemesine katkısının olduğu, buna karşılık güç mesafesi yöneliminin seslilik davranışına doğrudan etkisinin bulunmadığı görülmüştür. Ayrıca kamu sektöründe çalışanların güç mesafesi yöneliminin özel sektör çalışanlarından daha yüksek olduğu bulunmuştur.

Kaynakça

  • Ammeter, A. P., Douglas, C., Gardner, W. L., Hochwarter, W. A. ve Ferris, G. R. (2002). “Toward A Political Theory of Leadership”. The Leadership Quarterly, 13(6), 751-796.
  • Arslantas, C. ve Dursun, M. (2008). “The Impact of Ethical Leadership Behavior on Trust in Manager and Psychological Empowerment: The Mediating Role of Interactional Justice”. Anadolu University Journal of Social Sciences, 8(1), 111-128.
  • Bakoğlu, R., Aşkun, B., Berber, A. (2010). “Remaining silent or not: Is power Distance a Barrrier for Academicians?”. International Conferences on Human, Work and Organization, 16-18 Haziran, Technical University of Czestochowa, Polonya.
  • Avey, J. B., Wernsing, T. S. ve Palanski, M. E. (2012). “Exploring The Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership”. Journal of Business Ethics, 107(1), 21-34.
  • Ayres, R. ve Coderman, D. (2008). Ethical, Character Driven Leadership: How to Become a Premier Law Enforcement Agency. USA: National Executive Institute Associates.
  • Bai, Y., Lin, L. & Liu, J. T. (2019). “Leveraging the employee voice: a multi-level social learning perspective of ethical leadership”. The International Journal of Human Resource Management, 30(12), 1869-1901.
  • Bedi, A., Alpaslan, C. M. ve Green, S. (2016). “A Meta-Analytic Review of Ethical Leadership Outcomes and Moderators”. Journal of Business Ethics, 139(3), 517-536.
  • Behram, N. (2015). Örgütsel Politika ve Etik Olmayan Davranış Bildirimi. İstanbul: Beta Yayınları.
  • Botero, I. C., & Van Dyne, L. (2009). “Employee Voice Behavior: Interactive Effects of LMX and Power Distance in the United States and Colombia”. Management Communication Quarterly, 23(1), 84-104.
  • Brown, M. E., Trevino, L.K. ve Harrison, A.D. (2005). “Ethical Leadership: A Social Learning Perspective for Construct Development and Testing”. Organizational Behavior and Human Decision Processes, 97(2), 117-134. 97, 117-134.
  • Brown, M. E. ve Treviño, L. K. (2006). “Ethical Leadership: A Review and Future Directions”. The Leadership Quarterly, 17(6), 595-616.
  • Brown, M. E. ve Mitchell, M. S. (2010). “Ethical and Unethical Leadership: Exploring New Avenues For Future Research”. Business Ethics Quarterly, 20(4), 583-616.
  • Chin, T. (2013). “How Ethical Leadership Encourages Employee Voice Behavior in China: The Mediating Role of Organizational Harmony”. International Business Research, 6(10), 15-24.
  • Chen, A., Hou, Y. (2016). “The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination”. The Leadership Quarterly, 27, 1–13.
  • Cheng, J. W., Chang, S. C., Kuo, J. H., Cheung, Y. H. (2014). “Ethical leadership, work engagement, and voice behavior”. Industrial Management & Data Systems, 114 (5), 817-831.
  • Connock, S., & Johns, T. (1995). Ethical Leadership. London: Cromwell Press.
  • Detert, J. R., & Edmondson, A. C. (2006). “Latent Voice Episodes: The Situation-Specific Nature of Speaking up at Work”. Harvard Business School Working Paper, Boston: MA.
  • Dorfman, P. W. ve Howell, J. P. (1988). “Dimensions of National Culture and Effective Leadership Patterns: Hofstede Revisited”. Advances in International Comparative Management, 3(1), 127-150.
  • Ferris, G. R., Fedor, D. B. ve King, T. R. (1994). “A Political Conceptualization of Managerial Behavior”. Human Resource Management Review, 4(1), 1-34.
  • Ferris, G. R., Treadway, D. C., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C. ve Frink, D. D. (2005). “Development and Validation of the Political Skill Inventory”. Journal of Management, 31(1), 126-152.
  • Ferris, G. R., Treadway, D. C., Perrewé, P. L., Brouer, R. L., Douglas, C. ve Lux, S. (2007). “Political Skill in Organizations”. Journal of Management, 33(3), 290-320.
  • Ferris, G. R., Davidson, S. L., Perrewe, P. L. ve Atay, S. (2010). İş Yaşamında Politik Yeti: İş Verimliliğine Etkisi (2.bsk). İstanbul: Namar Yayınları.
  • Ferris, G. R., Treadway, D. C., Brouer, R. L. ve Munyon, T. P. (2012). “Political Skill in the Organizational Sciences”, Gerald R. Ferris ve Darren C. Treadway (Edit.), İçinde:Politics in Organizations: Theory and Research Considerations (ss. 487-528), UK: Routledge Publisher.
  • Filizöz, B. (2011). “Etik ve Etiğe İlişkin Temel Kavramlar”. Zeyyat Sabuncuoğlu (Edit.) İçinde: İşletme Etiği (ss.1-38), İstanbul: Beta Yayınları.
  • Hair, J. F., Anderson, R. E., Tatham, R. L. Black, W. (1998). Multivariate Data Analysis. Prentice Hall, Upper Saddle River: NJ.
  • Hofstede, G. (1983). “The Cultural Relativity of Organizational Practices and Theories”. Journal of International Business Studies, 14(2), 75-89.
  • Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviours, Institutions and Organizations Across Nations (2.bsk). California: Sage Publications.
  • Hofstede Insights. (2020). “WHAT ABOUT TURKEY?” https://www.hofstede-insights.com/country/turkey/ (Erişim tarihi: 10.08.2020).
  • Huang, X., De Vliert, E. ve Der Vegt, G. (2005). “Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally”. Management and Organization Review, 1(3), 459-482.
  • Hung, H. K., Yeh, R. S., & Shih, H. Y. (2012). “Voice Behavior and Performance Ratings: The Role of Political Skill”. International Journal of Hospitality Management, 31(2), 442-450.
  • Hsiung, H., Tsai, W. (2017). “The Joint Moderating Effects of Activated Negative Moods and Group Voice Climate on the Relationship Between Power Distance Orientation and Employee Voice Behavior”. Applied Psychology: An International Review, 66(3), 487–514.
  • Kacmar, K. M., Andrews, M. C., Harris, K. J.,ve Tepper, B. J. (2013). “Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill”. Journal of Business Ethics, 115(1), 33-44.
  • Karabey, C. N. (2014). İşyerinde Dışlanma. Ankara: İmaj Yayınevi.
  • Kirkman, B., L., Chen, G., Farh, J., Chen, Z. X., Lowe, K.B. (2009). “Individual Power Distance Orientation and Follower Reactions To Transformational Leaders: A Cross-Level, Cross-Cultural Examination”, Academy of Management Journal, 52, 744–764.
  • Lam, L. W., Loi, R., Chan, K. W. (2016). “Voice More and Stay Longer: How Ethical Leaders Infl uence Employee Voice and Exit Intentions”. Business Ethics Quarterly, 26(3), 277–300.
  • Landau, J. (2009). “To Speak Or Not To Speak: Predictors of Voice Propensity”. Journal of Organizational Culture, Communications and Conflict, 13(1), 35-54.
  • Lee, D., Choi, Y., Youn, S. Chun, J. U. (2017). “Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence”. Journal of Business Ethics, 141, 47–57.
  • Liang, J. (2014). “Ethical Leadership and Employee Voice: Examining a Moderated-Mediation Model”. Acta Psychologica Sinica, 46(2), 252-264.
  • Mintzberg, H. (1983). Power in and around Organizations. NJ: Prentice-Hall.
  • Morrison, E. W. ve Milliken, F. J. (2000). “Organizational Silence: A Barrier to Change and Development in A Pluralistic World”. Academy of Management Review, 25(4), 706-725.
  • Morrison, E. W. (2011). “Employee Voice Behavior: Integration and Directions for Future Research”. Academy of Management Annals, 5(1), 373-412.
  • Özbolat, G. ve Şehitoğlu, Y. (2018). “Çalışan Sesliliği İle İletişim Doyumu Arasındaki İlişki: Bankacılık Sektöründe Bir Araştırma”. Yıldız Sosyal Bilimler Enstitüsü Dergisi, 2(2), 35-49.
  • Özkalp, E. ve Kırel, Ç. (2016). Örgütsel Davranış. Bursa: Ekin Basım Yayın Dağıtım.
  • Perrewé, P. L., Ferris, G. R., Frink, D. D. ve Anthony, W. P. (2000). “Political Skill: an Antidote for Workplace Stressors”. The Academy of Management Executive, 14(3), 115-123.
  • Pfeffer, J. (1981). Power in Organizations. Boston: Pitman.
  • Pfeffer, J. (1992). Managing with Powers: Understanding Power in Organizations. Boston: Harward Business School Press.
  • Pinnell, P. S. ve Eagan, S. C. (1995). Exploring Ethical Leadership. Morgantown. WV: West Virginia University Extension Service. (Erişim adresi: http://www.wvu.edu/~exten/infores/pubs/fypubs/wl352.pdf).
  • Qi, Y., & Ming-Xia, L. (2014). “Ethical Leadership, Organizational Identification and Employee Voice: Examining Moderated Mediation Process in the Chinese Insurance Industry”. Asia Pacific Business Review, 20(2), 231-248.
  • Sargut, S. (2001). Kültürler Arası Farklılaşma ve Yönetim (2. Bsk). Ankara: İmge Kitabevi.
  • Soyalın, M. (2019). Örgütsel Etik İklim, Psikolojik Güvenlik, Güç Mesafesi Yönelimi ve Çalışan Sesliliği Davranışı Arasındaki İlişkiler (Yayımlanmamış Doktora Tezi). Erzurum: Atatürk Üniversitesi Sosyal Bilimler Enstitüsü.
  • Terzi, A. R. (2004). “Üniversite Öğrencilerinin Güç Mesafesi ve Belirsizlikten Kaçınma Algıları Üzerine Bir Araştırma”. Sosyal Bilimler Dergisi, 6(2), 65-76.
  • Treadway, D. C., Hochwarter, W. A., Ferris, G. R., Kacmar, C. J., Douglas, C., Ammeter, A. P. ve Buckley, M. R. (2004). “Leader Political Skill and Employee Reactions”. The Leadership Quarterly, 15(4), 493-513.
  • Treadway, D. C., Bentley, J. R., Williams, L. R. ve Wallace, A. S. (2014). “The Skill to Lead: The Role of Political Skill in Leadership Dynamics”. David V. Day (Edit.), İçinde: The Oxford Handbook of Leadership and Organizations (ss. 505-544), England: Oxford University Press.
  • Ting-Toomey, S. (1999). Communicating Across Cultures. New York: The Guilford Press, 1-310.
  • Trevino, L. K. ve Brown, M. E. (2014). “Ethical Leadership”. David V. Day (Edit.), İçinde: The Oxford Handbook of Leadership and Organizations (ss. 524-539), England: Oxford University Press.
  • Trevino, L. K., Hartman, L. P. ve Brown, M. (2000). “Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership”. California Management Review, 42(4), 128-142.
  • Ülgen, H. ve Mirze, S. (2013). İşletmelerde Stratejik Yönetim (7. Bsk). İstanbul: Beta Yayınları.
  • Van Dyne, L. ve LePine, J. A. (1998). “Helping and Voice Extra-Role Behaviors: Evidence of Construct and Predictive Validity”. Academy of Management Journal, 41(1), 108-119.
  • Van Dyne, L., Ang, S., & Botero, I. C. (2003). “Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs”. Journal of Management Studies, 40(6), 1359-1392.
  • Walumbwa, F. O., Morrison, E. W., Christensen, A. L. (2012). “Ethical Leadership and Group In-Role Performance: The Mediating Roles of Group Conscientiousness and Group Voice”. The Leadership Quarterly, 23, 953–964.
  • Walumbwa, F. O. & 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.
  • Wang, D., Gan, C., Wu, C., & Wang, D. (2015). “Ethical Leadership and Employee Voice: Employee Self-Efficacy and Self-Impact as Mediators”. Psychological Reports, 116(3), 751-767.
  • Xue, X., Song, H. Y., & Tang, Y. J. (2015). “The Relationship between Political Skill and Employee Voice Behavior from an Impression Management Perspective”. Journal of Applied Business Research (JABR), 31(5), 1877-1888.
  • Yıldız, S., & Arısoy, A. A. (2018). “Otantik Liderlik ile Örgütsel Sessizlik Arasındaki İlişkide Güç Mesafesinin Düzenleyici Rolü”. Kafkas Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 22, 553-580.
  • Yoon, H. J. (2012). Predicting Employee Voice Behavior: An Exploration of the Roles of Empowering Leadership, Power Distance, Organizational Learning Capability, and Sense of Empowerment in Korean Organizations (Unpublished PhD Dissertation), USA: Faculty of the Graduate School of The University of Minnesota.
  • Zhu, W., Heb, H., Treviño, L. K., Chao, M. M., Wang, W. (2015). “Ethical Leadership and Follower Voice and Performance: The Role of Follower Identifications and Entity Morality Beliefs”. The Leadership Quarterly, 26(5), 702-718.
  • Zhu, W., May, D. R. ve Avolio, B. J. (2004). “The Impact of Ethical Leadership Behavior on Employee Outcomes: The Roles of Psychological Empowerment and Authenticity”. Journal of Leadership & Organizational Studies, 11(1), 16-26.

The Impact of Ethical Leadership, Political Skill and Power Distance Orientation on Employee Voice

Yıl 2020, Cilt: 24 Sayı: Özel Sayı, 37 - 56, 31.12.2020

Öz

The aim of this study is to investigate the impact of employee’s ethical leadership perception, political skill and power distance orientation on their voice behaviour. Based on the relationships among the aforementioned variables, a research model was developed and hypotheses were formulated. In the survey part of the study data were collected in Erzurum from a total of 228 employees from two firms, one public and one private company. Data were analyzed with IBM SPSS 25 software and hypotheses were tested. As a result of the analyses, it was found that ethical leadership perception and political skill of the employee had a positive impact on employee voice. On the other hand, power distance orientation was found to have no statistically significant effect on voice behaviour. In addition, it was realized that public employees’ power distance orientation was higher than private company employees’ power distance orientation.

Kaynakça

  • Ammeter, A. P., Douglas, C., Gardner, W. L., Hochwarter, W. A. ve Ferris, G. R. (2002). “Toward A Political Theory of Leadership”. The Leadership Quarterly, 13(6), 751-796.
  • Arslantas, C. ve Dursun, M. (2008). “The Impact of Ethical Leadership Behavior on Trust in Manager and Psychological Empowerment: The Mediating Role of Interactional Justice”. Anadolu University Journal of Social Sciences, 8(1), 111-128.
  • Bakoğlu, R., Aşkun, B., Berber, A. (2010). “Remaining silent or not: Is power Distance a Barrrier for Academicians?”. International Conferences on Human, Work and Organization, 16-18 Haziran, Technical University of Czestochowa, Polonya.
  • Avey, J. B., Wernsing, T. S. ve Palanski, M. E. (2012). “Exploring The Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership”. Journal of Business Ethics, 107(1), 21-34.
  • Ayres, R. ve Coderman, D. (2008). Ethical, Character Driven Leadership: How to Become a Premier Law Enforcement Agency. USA: National Executive Institute Associates.
  • Bai, Y., Lin, L. & Liu, J. T. (2019). “Leveraging the employee voice: a multi-level social learning perspective of ethical leadership”. The International Journal of Human Resource Management, 30(12), 1869-1901.
  • Bedi, A., Alpaslan, C. M. ve Green, S. (2016). “A Meta-Analytic Review of Ethical Leadership Outcomes and Moderators”. Journal of Business Ethics, 139(3), 517-536.
  • Behram, N. (2015). Örgütsel Politika ve Etik Olmayan Davranış Bildirimi. İstanbul: Beta Yayınları.
  • Botero, I. C., & Van Dyne, L. (2009). “Employee Voice Behavior: Interactive Effects of LMX and Power Distance in the United States and Colombia”. Management Communication Quarterly, 23(1), 84-104.
  • Brown, M. E., Trevino, L.K. ve Harrison, A.D. (2005). “Ethical Leadership: A Social Learning Perspective for Construct Development and Testing”. Organizational Behavior and Human Decision Processes, 97(2), 117-134. 97, 117-134.
  • Brown, M. E. ve Treviño, L. K. (2006). “Ethical Leadership: A Review and Future Directions”. The Leadership Quarterly, 17(6), 595-616.
  • Brown, M. E. ve Mitchell, M. S. (2010). “Ethical and Unethical Leadership: Exploring New Avenues For Future Research”. Business Ethics Quarterly, 20(4), 583-616.
  • Chin, T. (2013). “How Ethical Leadership Encourages Employee Voice Behavior in China: The Mediating Role of Organizational Harmony”. International Business Research, 6(10), 15-24.
  • Chen, A., Hou, Y. (2016). “The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination”. The Leadership Quarterly, 27, 1–13.
  • Cheng, J. W., Chang, S. C., Kuo, J. H., Cheung, Y. H. (2014). “Ethical leadership, work engagement, and voice behavior”. Industrial Management & Data Systems, 114 (5), 817-831.
  • Connock, S., & Johns, T. (1995). Ethical Leadership. London: Cromwell Press.
  • Detert, J. R., & Edmondson, A. C. (2006). “Latent Voice Episodes: The Situation-Specific Nature of Speaking up at Work”. Harvard Business School Working Paper, Boston: MA.
  • Dorfman, P. W. ve Howell, J. P. (1988). “Dimensions of National Culture and Effective Leadership Patterns: Hofstede Revisited”. Advances in International Comparative Management, 3(1), 127-150.
  • Ferris, G. R., Fedor, D. B. ve King, T. R. (1994). “A Political Conceptualization of Managerial Behavior”. Human Resource Management Review, 4(1), 1-34.
  • Ferris, G. R., Treadway, D. C., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C. ve Frink, D. D. (2005). “Development and Validation of the Political Skill Inventory”. Journal of Management, 31(1), 126-152.
  • Ferris, G. R., Treadway, D. C., Perrewé, P. L., Brouer, R. L., Douglas, C. ve Lux, S. (2007). “Political Skill in Organizations”. Journal of Management, 33(3), 290-320.
  • Ferris, G. R., Davidson, S. L., Perrewe, P. L. ve Atay, S. (2010). İş Yaşamında Politik Yeti: İş Verimliliğine Etkisi (2.bsk). İstanbul: Namar Yayınları.
  • Ferris, G. R., Treadway, D. C., Brouer, R. L. ve Munyon, T. P. (2012). “Political Skill in the Organizational Sciences”, Gerald R. Ferris ve Darren C. Treadway (Edit.), İçinde:Politics in Organizations: Theory and Research Considerations (ss. 487-528), UK: Routledge Publisher.
  • Filizöz, B. (2011). “Etik ve Etiğe İlişkin Temel Kavramlar”. Zeyyat Sabuncuoğlu (Edit.) İçinde: İşletme Etiği (ss.1-38), İstanbul: Beta Yayınları.
  • Hair, J. F., Anderson, R. E., Tatham, R. L. Black, W. (1998). Multivariate Data Analysis. Prentice Hall, Upper Saddle River: NJ.
  • Hofstede, G. (1983). “The Cultural Relativity of Organizational Practices and Theories”. Journal of International Business Studies, 14(2), 75-89.
  • Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviours, Institutions and Organizations Across Nations (2.bsk). California: Sage Publications.
  • Hofstede Insights. (2020). “WHAT ABOUT TURKEY?” https://www.hofstede-insights.com/country/turkey/ (Erişim tarihi: 10.08.2020).
  • Huang, X., De Vliert, E. ve Der Vegt, G. (2005). “Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally”. Management and Organization Review, 1(3), 459-482.
  • Hung, H. K., Yeh, R. S., & Shih, H. Y. (2012). “Voice Behavior and Performance Ratings: The Role of Political Skill”. International Journal of Hospitality Management, 31(2), 442-450.
  • Hsiung, H., Tsai, W. (2017). “The Joint Moderating Effects of Activated Negative Moods and Group Voice Climate on the Relationship Between Power Distance Orientation and Employee Voice Behavior”. Applied Psychology: An International Review, 66(3), 487–514.
  • Kacmar, K. M., Andrews, M. C., Harris, K. J.,ve Tepper, B. J. (2013). “Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill”. Journal of Business Ethics, 115(1), 33-44.
  • Karabey, C. N. (2014). İşyerinde Dışlanma. Ankara: İmaj Yayınevi.
  • Kirkman, B., L., Chen, G., Farh, J., Chen, Z. X., Lowe, K.B. (2009). “Individual Power Distance Orientation and Follower Reactions To Transformational Leaders: A Cross-Level, Cross-Cultural Examination”, Academy of Management Journal, 52, 744–764.
  • Lam, L. W., Loi, R., Chan, K. W. (2016). “Voice More and Stay Longer: How Ethical Leaders Infl uence Employee Voice and Exit Intentions”. Business Ethics Quarterly, 26(3), 277–300.
  • Landau, J. (2009). “To Speak Or Not To Speak: Predictors of Voice Propensity”. Journal of Organizational Culture, Communications and Conflict, 13(1), 35-54.
  • Lee, D., Choi, Y., Youn, S. Chun, J. U. (2017). “Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence”. Journal of Business Ethics, 141, 47–57.
  • Liang, J. (2014). “Ethical Leadership and Employee Voice: Examining a Moderated-Mediation Model”. Acta Psychologica Sinica, 46(2), 252-264.
  • Mintzberg, H. (1983). Power in and around Organizations. NJ: Prentice-Hall.
  • Morrison, E. W. ve Milliken, F. J. (2000). “Organizational Silence: A Barrier to Change and Development in A Pluralistic World”. Academy of Management Review, 25(4), 706-725.
  • Morrison, E. W. (2011). “Employee Voice Behavior: Integration and Directions for Future Research”. Academy of Management Annals, 5(1), 373-412.
  • Özbolat, G. ve Şehitoğlu, Y. (2018). “Çalışan Sesliliği İle İletişim Doyumu Arasındaki İlişki: Bankacılık Sektöründe Bir Araştırma”. Yıldız Sosyal Bilimler Enstitüsü Dergisi, 2(2), 35-49.
  • Özkalp, E. ve Kırel, Ç. (2016). Örgütsel Davranış. Bursa: Ekin Basım Yayın Dağıtım.
  • Perrewé, P. L., Ferris, G. R., Frink, D. D. ve Anthony, W. P. (2000). “Political Skill: an Antidote for Workplace Stressors”. The Academy of Management Executive, 14(3), 115-123.
  • Pfeffer, J. (1981). Power in Organizations. Boston: Pitman.
  • Pfeffer, J. (1992). Managing with Powers: Understanding Power in Organizations. Boston: Harward Business School Press.
  • Pinnell, P. S. ve Eagan, S. C. (1995). Exploring Ethical Leadership. Morgantown. WV: West Virginia University Extension Service. (Erişim adresi: http://www.wvu.edu/~exten/infores/pubs/fypubs/wl352.pdf).
  • Qi, Y., & Ming-Xia, L. (2014). “Ethical Leadership, Organizational Identification and Employee Voice: Examining Moderated Mediation Process in the Chinese Insurance Industry”. Asia Pacific Business Review, 20(2), 231-248.
  • Sargut, S. (2001). Kültürler Arası Farklılaşma ve Yönetim (2. Bsk). Ankara: İmge Kitabevi.
  • Soyalın, M. (2019). Örgütsel Etik İklim, Psikolojik Güvenlik, Güç Mesafesi Yönelimi ve Çalışan Sesliliği Davranışı Arasındaki İlişkiler (Yayımlanmamış Doktora Tezi). Erzurum: Atatürk Üniversitesi Sosyal Bilimler Enstitüsü.
  • Terzi, A. R. (2004). “Üniversite Öğrencilerinin Güç Mesafesi ve Belirsizlikten Kaçınma Algıları Üzerine Bir Araştırma”. Sosyal Bilimler Dergisi, 6(2), 65-76.
  • Treadway, D. C., Hochwarter, W. A., Ferris, G. R., Kacmar, C. J., Douglas, C., Ammeter, A. P. ve Buckley, M. R. (2004). “Leader Political Skill and Employee Reactions”. The Leadership Quarterly, 15(4), 493-513.
  • Treadway, D. C., Bentley, J. R., Williams, L. R. ve Wallace, A. S. (2014). “The Skill to Lead: The Role of Political Skill in Leadership Dynamics”. David V. Day (Edit.), İçinde: The Oxford Handbook of Leadership and Organizations (ss. 505-544), England: Oxford University Press.
  • Ting-Toomey, S. (1999). Communicating Across Cultures. New York: The Guilford Press, 1-310.
  • Trevino, L. K. ve Brown, M. E. (2014). “Ethical Leadership”. David V. Day (Edit.), İçinde: The Oxford Handbook of Leadership and Organizations (ss. 524-539), England: Oxford University Press.
  • Trevino, L. K., Hartman, L. P. ve Brown, M. (2000). “Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership”. California Management Review, 42(4), 128-142.
  • Ülgen, H. ve Mirze, S. (2013). İşletmelerde Stratejik Yönetim (7. Bsk). İstanbul: Beta Yayınları.
  • Van Dyne, L. ve LePine, J. A. (1998). “Helping and Voice Extra-Role Behaviors: Evidence of Construct and Predictive Validity”. Academy of Management Journal, 41(1), 108-119.
  • Van Dyne, L., Ang, S., & Botero, I. C. (2003). “Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs”. Journal of Management Studies, 40(6), 1359-1392.
  • Walumbwa, F. O., Morrison, E. W., Christensen, A. L. (2012). “Ethical Leadership and Group In-Role Performance: The Mediating Roles of Group Conscientiousness and Group Voice”. The Leadership Quarterly, 23, 953–964.
  • Walumbwa, F. O. & 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.
  • Wang, D., Gan, C., Wu, C., & Wang, D. (2015). “Ethical Leadership and Employee Voice: Employee Self-Efficacy and Self-Impact as Mediators”. Psychological Reports, 116(3), 751-767.
  • Xue, X., Song, H. Y., & Tang, Y. J. (2015). “The Relationship between Political Skill and Employee Voice Behavior from an Impression Management Perspective”. Journal of Applied Business Research (JABR), 31(5), 1877-1888.
  • Yıldız, S., & Arısoy, A. A. (2018). “Otantik Liderlik ile Örgütsel Sessizlik Arasındaki İlişkide Güç Mesafesinin Düzenleyici Rolü”. Kafkas Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 22, 553-580.
  • Yoon, H. J. (2012). Predicting Employee Voice Behavior: An Exploration of the Roles of Empowering Leadership, Power Distance, Organizational Learning Capability, and Sense of Empowerment in Korean Organizations (Unpublished PhD Dissertation), USA: Faculty of the Graduate School of The University of Minnesota.
  • Zhu, W., Heb, H., Treviño, L. K., Chao, M. M., Wang, W. (2015). “Ethical Leadership and Follower Voice and Performance: The Role of Follower Identifications and Entity Morality Beliefs”. The Leadership Quarterly, 26(5), 702-718.
  • Zhu, W., May, D. R. ve Avolio, B. J. (2004). “The Impact of Ethical Leadership Behavior on Employee Outcomes: The Roles of Psychological Empowerment and Authenticity”. Journal of Leadership & Organizational Studies, 11(1), 16-26.
Toplam 67 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Canan Nur Karabey 0000-0003-0597-3605

Zişan Duygu Alioğulları 0000-0001-6602-0344

Yayımlanma Tarihi 31 Aralık 2020
Yayımlandığı Sayı Yıl 2020 Cilt: 24 Sayı: Özel Sayı

Kaynak Göster

APA Karabey, C. N., & Alioğulları, Z. D. (2020). Etik Liderlik, Politik Beceri ve Güç Mesafesi Yöneliminin Çalışan Sesliliğine Etkisi. Atatürk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 24(Özel Sayı), 37-56.

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